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HUMAN RESOURCES PROFESSIONALS ASSOCIATION

Human Resources Professional Competency Framework

©2014 Human Resources Professionals Association (HRPA). This material either in part or in whole may not be copied, sold, licensed, or otherwise redistributed, except for the following purpose: HRPA grants all users permission to download, print and use one copy of the Professional Competency Framework™ expressly for individual non-commercial use. No copying or distribution of this document in whole or in part without HRPA ’s prior explicit written permission is permitted. To request permission to copy or distribute, please e-mail [email protected].


© 2014 Human Resources Professionals Association 2

ACKNOWLEDGMENTS The HRPA Board of Directors would like to acknowledge the contribution of the following

volunteers in the development of the HR Professional Competency Framework.

THE HR PROFESSIONAL COMPETENCY FRAMEWORK TASK FORCE

Antoinette Blunt, CHRL, CHRE, FCHRP, Chair

Debbie Bennett, CHRL, CHRE

Brenda Clark, CHRL, CHRE

Louise Taylor-Green, CHRL, CHRE

Dr. Parbudyal Singh

HR PROFESSIONAL COMPETENCY FRAMEWORK FOCUS GROUP PARTICIPANTS

Brett Abram, CHRL

Tammy Anderson, CHRL

Kim Aspden, CHRL

Rosemarie Auld, CHRL

Franca Berti-Bogojevic, CHRL

Loradonna Botter, CHRL

Margaret Braun, CHRE

Carol Calvert, CHRL

Manny Campione, CHRL

Dr. Nita Chhinzer

Jennifer Chung, CHRL

Robyn Cramer, CHRL

Elena Daly, CHRL

Jennifer D’Antonio, CHRL

Joanne Echlin, CHRL

Ali Farooqui, CHRL

Belinda Fernandez, CHRL

Heidi Flynn, CHRL

Scot Forsyth, CHRL

Michelle Francis, CHRL

Denise Ghanam, CHRL

Dennis Good, CHRL

Sindy Goodman, CHRL

Andrea Hampton, CHRL

Shady Hana, CHRL

Bev Hand

Renee Hannes, CHRL

John Hardisty, CHRL

Julie Haynes, CHRL

Susan Hunter, CHRL

Maria Kapsamer, CHRL

Susan Keast, CHRL

Lorri Kennis, CHRL

Daria Kowalyk, CHRL

Mary Kutarna, CHRL

Rhonda Lewis, CHRL, CHRE

Donna Licowsky, CHRL

Murray MacAlpine, CHRL

Danielle Mandell, CHRL

Susan Mangar, CHRL

Nicolette Mapplebeck, CHRL

Colleen McBride

Joanne Melanson, CHRL

Preiti Momaya, CHRL

Heather NearHopkins, CHRL

Erin Noble, CHRL

Sarah Northrup, CHRL

Kristie Obright, CHRL

Rochelle Pelletier, CHRL

Lynda Polan, CHRL

Jane Robitaille, CHRL

Janet Claudia Rodas, CHRL

Yosie Saint-Cyr

Ravinder Sanghera, CHRL

Mark Schrader, CHRL

Naseem Sherwani

Joanna Stanko, CHRL

Michael Stanojcic, CHRL

Wendy Sullivan, CHRL

Lelean Tait, CHRL

Mari Ann Tammark , CHRL

Lu Traikovich-Gonsalves, CHRL

Rafael Uzeda de Oliveira, CHRL

Susan Walsh, CHRL

Jane Watson, CHRL

Joan Whitman, CHRL

Kristine Wulf, CHRL

Anjana Yachamanani, CHRL

Andrew Yu, CHRL

Zhenchen (Daniel) Zhu, CHRL



CONTENTS

A COMPETENCY

FRAMEWORK FOR THE HUMAN

RESOURCES PROFESSION 4

What is a Competency? 4

Functional and Enabling

Competencies 5

Hierarchical Organization 5

Origin 6

Uses 6

Levels of Human Resources

Professionals in Ontario 6

Competency Framework 8

FUNCTIONAL AREAS,

GROUPINGS, AND

UNDERLYING COMPETENCIES 9

ENABLING COMPETENCIES 26

FUNCTIONAL

COMPETENCIES

MATRICES 27

10 Strategy 27

20 Professional Practice 42

30 Organizational

Effectiveness 53

40 Workforce Planning and

Talent Management 66

50 Labour and

Employee Relations 83

60 Total Rewards 96

70 Learning and Development 105

80 Health, Wellness,

and Safe Workplace 117

90 Human Resources Metrics,

Reporting, and Financial

Management 126

ENABLING COMPETENCIES

MATRIX 135



A COMPETENCY FRAMEWORK FOR THE HUMAN RESOURCES PROFESSION

WHAT IS A COMPETENCY?

A competency is a cluster of related knowledge, skills, abilities, and characteristics that are related to the performance of a significant aspect of the practice of a profession.

A competency model is a collection of competencies that are relevant to the performance in a particular job, job family, or functional area.

A competency framework is a broad framework for integrating, organizing, and aligning various competency models.

A key aspect of competency

modelling is the notion of

performance. Competency is the

ability to perform a certain task.

The actual performance of a task

is evidenced as a “behavioural

indicator.”

The view of the Human Resources

Professional Association (HRPA)

towards competency modelling is

that “knowing” and “understanding”

are not competencies. Indeed,

although a competency is a cluster

of related knowledge, skills,

abilities, and characteristics that

are related to the performance of

a significant aspect of the practice

of a profession, it is understood

that a competency is more than

the sum of its parts—meaning that

having knowledge, skill, or ability

may not, in isolation, be sufficient

to be competent. Knowledge,

skill, or ability may be essential

for competence but they are not

the same as competence. There

must always be performance of

some sort, where knowledge and/

or comprehension are necessary for

that performance.

In other words, knowledge for

knowledge’s sake or comprehension

for comprehension’s sake is not that

useful. It is only when knowledge

or comprehension is used to

accomplish a task (performance)

that they become useful. For this

reason, HRPA has focused on

behavioural indicators, which are

descriptions of performance one

would expect at a given level.

These behavioural indicators are descriptions of what it looks like to demonstrate a given competency. Behavioural indicators have the following characteristics:

• They are highly specific markers

that, if present, imply that the

person has the competency in

question.

• They help set the degree and

scope of expectation for each

level of HR professional.

• They are examples of observable

behaviours.



FUNCTIONAL AREAS

GROUPING OF RELATED COMPETENCIES

SPECIFIC COMPETENCIES

• Within a set (or cell, in the tables

that follow), they are not to be

taken as an exhaustive list.

One of the challenges of developing

a competency model for the HR

profession is the wide variety of

roles performed by HR professionals

and the wide variety of contexts

in which HR professionals practise

their profession. It is not expected

that all professionals will be required

to demonstrate all competencies

in their work or even throughout

their career. The HRPA Human

Resources Professional Competency

Framework applies to the broad HR

profession and not just to specific

roles or career levels, industries,

regions, or organization sizes. All

competencies are relevant to all

levels within the HR profession,

although the manner in which any

given competency may be expressed

will differ depending on the level,

role, industry, and organization size.

FUNCTIONAL AND ENABLING COMPETENCIES The HRPA Human Resources

Professional Competency

Framework recognizes two kinds

of competencies—functional

competencies and enabling

competencies. At the outset,

it should be noted that this

distinction is somewhat artificial

but it is made because it is useful

in a number of ways. A functional

competency relates to the

competence to perform tasks that

are within the scope of practice

of HR professionals. Enabling

competencies are more generic

competencies that are not specific

to the performance of HR tasks but

are nonetheless required for the

performance of such tasks.

It would have been possible to

consider enabling competencies as

fundamental skills underlying the

various functional competencies.

However, because of the

pervasiveness and importance of

these skills, it makes sense to refer

to them separately as enabling

competencies. By separating

these enabling competencies, we

recognize their distinct contribution

to performance as an HR

professional.

Despite this, there is a strong

relationship between enabling and

functional competencies. It needs

to be recognized that all functional

competencies imply some level

of proficiency within the enabling

competencies, and enabling

competencies on their own are

not enough to define the scope of

professional HR practice.

HIERARCHICAL ORGANIZATION It is useful to organize competencies

hierarchically—from the broader to

the more specific or from the more

specific to the broader.

At the narrowest level of detail

are the specific competencies.

These may be regrouped into what

are called groupings of related

competencies. At the broadest level

are the functional areas.

Note that some competency

statements may be repeated

under different groupings, if that

same competency is necessary for

success in more than one grouping.

Competencies that are repeated are

marked with an asterisk. Similarly,

behavioural indicators may be

repeated across competencies and

between levels as appropriate (these

are not specifically marked).

A numbering system is

employed to categorize the various

competency elements. The numbers

10 through 90 are used to denote

the 9 functional areas. Groupings

are marked as a numeral after

the decimal (e.g., 10.1 is the first

grouping in the first functional

area). Competencies are numbered

starting with C001, and are simply

sequential starting from grouping

10.1. Finally, behavioural indicators

all begin with the letter B, and

then 1 if they originate as Level 1

(e.g., B1001), 2 if they originate as

Level 2 (e.g., B2001), and 3 if they

originate as Level 3 (B3001). A Level

1 behavioural indicator will still start

with B1 even if it is repeated under

Level 2 or Level 3, and a Level 2

behavioural indicator will start with

B2 even if it is repeated under

Level 3.

The numbering system is for

convenience only. Likewise, the

order in which competencies and

behavioural indicators appear is



not intended to denote any special

meaning or to imply the order in

which activities should occur in

practice.

ORIGIN In 2012/13, the Canadian Council

of Human Resources Associations

worked with HR associations

and subject matter experts

across Canada to develop a

new Competency Framework

for Certified Human Resources

Professionals. HRPA participated

in the development sessions. This

work culminated in the development

of 44 functional tasks across 9

functional areas.

Notwithstanding the excellent

work resulting from the CCHRA

initiative, HRPA identified the need

for additional scope of detail for its

purposes in Ontario. Accordingly, it

contracted Wickett Measurement

Systems to create functional

competencies at a finer level of

detail, to develop behavioural

indicators across three levels of

HR professionals and to fully

develop and expand on the enabling

competencies. An HR Competency

Task Force was struck to oversee

the project, representing experts in

HR. Further, 10 focus groups were

held with representation from all

of Ontario to review the work and

provide suggestions for additions,

deletions and edits.

USES This Competency Framework serves

to inform the role, function and

services HRPA provides. It serves

as the foundation for all credential

requirements. It can be used to

establish education requirements,

for examination development, and

for career planning.

This document is also valuable

to employers and employees

because it sets out the reasonable

expectations for those working in

HR roles. Educators can use the

information provided here to inform

and build curriculum, and students

and candidates can use it to inform

their preparations and study. Finally,

allied professionals can use the

document as a resource for the

scope of practice of those working

as HR professionals.

LEVELS OF HUMAN RESOURCES PROFESSIONALS IN ONTARIO

CHRP HR professionals at the CHRP

level act in a contributing role in

a larger HR function or act as the

sole HR practitioner in a small

HR function. These roles are

mostly administrative in nature.

Individuals at this level have

responsibilities such as, but not

limited to, supporting HR initiatives,

executing tasks passed down from

management, and operating at the

tactical and transactional levels.

These roles could be understood

as “technologist” or “technician”

roles. Individuals at the CHRP

level will often have position

titles such as Human Resources

Assistant, Staffing Coordinator,

Human Resources Clerk, or Human

Resources Coordinator.

This person may or may not

have specialized HR training, but

is capable of learning the skills to

support the HR function in a small

or large organization. They would

report to a more senior HR staff

member. They must have strong

attention to detail and be motivated

to develop their skills and knowledge

relating to the HR function they are

supporting.

CHRP level staff members are

expected to be accountable for

carrying out their duties thoroughly

and with discretion, but are not

expected to lead activities or design

systems. Though their work is

subject to regular oversight, they do

not need monitoring of all their daily

tasks.

CHRL HR professionals at the CHRL level

can be found in either specialist or

generalist positions. Individuals at

this level have responsibilities such

as, but not limited to, managing

projects, programs, and initiatives;

implementing plans passed down

senior management; and delegating



tasks to entry-level staff. In

professional matters, individuals

at this level can act independently.

Individuals at CHRL will often have

position titles such as Director of

HR, Human Resources Manager,

Human Resources Generalist, and

Human Resources Specialist.

CHRL level professionals have

received specialized training in HR

and have spent at least three years

working full time in an HR setting.

They may be expected to report

to the Vice President of Human

Resources in a large firm or to be

the most senior HR person at a

smaller firm. They may have one or

more front-line HR staff reporting

to them, though in a small firm

they may be expected to perform

all HR functions themselves. They

are expected to understand and be

capable in all the HR functions and

to be able to understand how all the

functions work together within a

larger system.

They must not only be able

to carry out HR functions with

proficiency, but also to create HR

systems that support the mandate

of the firm. At a large firm, or one

spread across many geographic

locations and/or business lines,

CHRL level professionals may call on

other experts to help them in their

tasks. CHRL level staff members

understand that they are an

important part of the success of an

organization and that they will often

have sole responsibility for many

critical HR functions. They must be

consummate professionals who do

not need regular oversight.

CHRE HR professionals at the CHRE level

can be found in either specialist

or generalist positions but have

a high level of experience and

responsibility. Individuals at this

level have responsibilities such

as, but not limited to, leading the

HR function and developing and

executing significant HR projects.

Individuals at CHRE will often have

position titles such as Vice President

of Human Resources, Director of HR

or Principal.

A CHRE level HR professional is

a person who, through personal

attributes and achievements, has

reached the upper echelons of the

profession. Although most CHRE

level HR professionals will be found

in corporations and the public sector,

CHRE professionals are also found in

other settings, such as consulting.

CHRE level professionals have

all the capabilities found at the

CHRL level, but have refined

their skills through experience

across business cycles and across

different types of organizations.

They are adept at seeing the big

picture and think outside their own

domain to enhance the success

of the organization in which they

work. They have left the technical

aspects of the HR function behind

for the most part and now focus on

short- and long-term strategy and

on implementing systems at an

organization-wide level.



COMPETENCY FRAMEWORK

The diagram below illustrates the functional areas and enabling competencies in the HRPA Human Resources

Professional Competency Framework. The numbering of the functional areas below corresponds to that used in the

text that follows.

INDI

VIDUAL

Integration

Critical Thinking Analysis

Research Skills

Technological Savvy

Critical Legal Thinking

Quantitative Skills

60 Total Rewards

90 HR metrics, reporting and financial management

80 Health, Wellness, and Safe Workplace

70 Learning and development

50 Labouemplrelati

COMPFRAM

H

r and oyee ons

ETEEW

R

TEAM

Emotional Intelligence

Project Management

DecisionMaking Skills

Business Acumen

Independence

iation

Relationship Management

Ethical Behaviours and Professionalism

40 Workforce planning and talent management

30 Organizational Effectiveness

20 Professional Practices

10 Strategy

NCY ORK

ORGANIZATION

Strategic and Organizational Leadership Negot

and Influencing



FUNCTIONAL AREAS, GROUPINGS, AND UNDERLYING COMPETENCIES

Without the

behavioural

indicators.

*An asterisk is

used to denote a

competency that

appears more

than once.

10 STRATEGY A cluster of competencies related to the ability to think and act strategically in regards to organizations, business, and the HR function.

10.1 STRATEGIC PERSPECTIVE C001* Maintain awareness of broad economic, societal, technological,

political, global, and demographic trends.

C002* Identify HR opportunities and risks inherent in changes in economic,

societal, technological, political, and demographic forces.

C003 Formulate HR strategies within the organization that are informed

by factors that are both internal and external to the organization.

C004 Execute HR strategies that enhance the value of the human

resources within the organization.

10.2 GOVERNANCE PRINCIPLES C005 Maintain awareness of leading practices in governance.

C006 Understand the relationship between governance and the

execution of strategy within the organization.

C007* Include governance considerations in the development

of HR strategies.

C008 Adhere to governance requirements in the execution

of HR strategies.

10.3 LEADERSHIP C009 Maintain understanding of the roles and responsibilities of the

governing body and leadership.

C010 Maintain understanding of the relationships between the

organization and its stakeholders.

C011 Lead the organization’s HR function with due consideration for the

roles and responsibilities of leadership and the governing body.

C012 Provide leadership to the staff in the HR department.



C013 Direct HR activities towards the implementation of

the business plan.

C014* Manage risk in the execution of HR activities.

10.4 BUSINESS ACUMEN C015* Maintain understanding of the organization’s vision,

mission, values, and goals.

C016 Apply sound business practices in carrying out the HR function.

C017 Participate with other business leaders in the development

of organizational strategy.

C018 Direct the HR function towards realizing the organization’s

vision and goals.

C019* Adhere to the organization’s values while carrying out its mission.

10.5 STRATEGIC ALIGNMENT C020 Gain c omprehensive understanding of the organization’s

strategic plan.

C021 Assess variances between current HR practices and those required

to achieve the organization’s strategic plan.

C022 Develop potential tactics to achieve desired HR practices.

C023 Evaluate the relative efficacy of alternative tactical options.

C024 Establish a work plan that prioritizes the most effective steps to

achieve the desired HR practices.

C025 Manage the HR practices work plan, ensuring that the strategic

goals of the organization form the benchmark for success.

10.6 INTERNATIONAL HUMAN RESOURCES MANAGEMENT C026 Integrate direction from a foreign head office into the

context of Canadian operations.

C026b Apply practices from Canadian head office into the operations

of a foreign field office.

C027 Develop an overall HR strategy that can be adapted to

various national contexts.



20 PROFESSIONAL PRACTICE A cluster of competencies related to the ability to conduct oneself in a professional manner and to exhibit high levels of professionalism in all contexts and situations.

20.1 BALANCED INTERESTS C028 Build productive relationships both inside and outside

the organization.

C029 Adhere to accepted HR standards of practice.

C030* Balance the interests of all affected parties in carrying

out HR activities.

C031 Act with integrity in all undertakings.

C032 Make decisions only after considering all accessible

and relevant facts.

20.2 ETHICS C033 A dhere to the HRPA Rules of Professional Conduct

in all undertakings.

C034 Model ethical practices for staff.

C030* Balance the interests of all affected parties in carrying

out HR activities.

20.3 LEGAL C035 Demonstr ate understanding of the application of HR legal

requirements in the workplace.

C036 Keep current on changes to the laws that govern HR practices.

C037 Adhere to legal requirements in carrying out all HR activities.

C038 Identify risks to the organization stemming from the need to adhere

to legal requirements.




20.4 RESPONSIBLE GOVERNANCE

C039 Assess the ethical implications of alternative courses of actions.

C040 Recommend only ethical solutions to problems.

C041 Promote ethical decision-making to the organization’s leadership.


C007* Include governance considerations in the development of HR

strategies.

20.5 ADVANCEMENT OF THE PROFESSION C042 Participate in activities that promote the HR profession.

C043 Promote the value of the HR profession in the workplace.

20.6 EVIDENCE-BASED APPROACH

C044 Consult the literature for solutions to HR challenges.

C045 Promote the use of data and quantitative and qualitative research in

the decision-making process.

C046 Document the rationale for HR decisions.

20.7 EXTERNAL TRENDS C047 Evaluate the credibility of sources of information.

C048 Keep current on business information and trends.

C001* Maintain awareness of broad economic, societal, technological,


C002* Identify HR opportunities and risks inherent in changes in economic,

societal, technological, political, and demographic forces.

C049 Evaluate the applicability of new concepts and technology to the

practice of HR within the organization.



30 ORGANIZATIONAL EFFECTIVENESS A cluster of competencies related to using the levers available to HR professionals to maximize the performance of organizations, teams, and individuals within the context of executing the organization’s strategy.

30.1 PRODUCTIVITY C050 De velop potential initiatives that align culture and values with

organizational strategy.

C051* Measure employee productivity.

C052* Measure employee engagement and morale.

30.2 ORGANIZATIONAL STRUCTURE C053 Diagnose when per formance issues are due to organizational

design problems.

C054 Work out the organizational structure that is most suitable given

the organizational strategy and objectives.

C055 Implement organizational redesign initiatives.

30.3 EMPLOYEE ENGAGEMENT C056 Maintain knowledge of literature on employee engagement.

C057 Advocate strategies to enhance employee engagement with

senior management.

C052* Measure employee engagement and morale.

C058 Develop potential strategies to enhance employee engagement.

C059 Create work plans to implement employee engagement initiatives.

C060 Assess the impact of employee engagement initiatives.

C051* Measure employee productivity.



30.4 RISK C061 Identify the HR risk factors that may impede organizational

performance.

C062 Assess the potential impact of HR risk factors on

organizational performance.

C063 Develop initiatives that will minimize or mitigate the impact of

identified HR risk factors.

30.5 CHANGE MANAGEMENT

C064 Establish understanding of the short- and long-term goals of

planned organizational changes.

C065 Assess the HR implications of planned organizational changes.

C066 Evaluate the risks to success of an organizational change

management strategy.

C067 Contribute to the development of an organizational change


C068 Build an HR work plan to guide the necessary changes in concert

with the organization’s change management strategy.

30.6 TEAM EFFECTIVENESS C069 Diagnose the team dynamics that are at the root of

team dysfunction.

C070 Develop team-based interventions designed to improve

team effectiveness.

C071 Implement team-based interventions that improve

team effectiveness.

C072 Assess team leadership on ability to guide the team to

successfully meet established goals.

C073 Develop interventions to improve the effectiveness of

leadership teams.

C074 Implement interventions when there is evidence of

leadership team dysfunction.



30.7 JOB ANALYSIS C075 C onduct a job analysis using an objective methodology that is

appropriate for the purpose for which the job analysis is conducted.

C076 Implement job enrichment, job enlargement, and job re-design

initiatives when deemed appropriate.

30.8 COMMUNICATING CHALLENGES AND DEVELOPMENTS

C077 Partner collaboratively with organizational leadership in the

development of communications.

C078 Communicate with employees in a manner that enhances

affiliation with the organization.

C079 Communicate with unions in a respectful manner that promotes

understanding of the organization’s challenges and developments.

C080 Craft communications that accurately portray the state of the

organization and that are engaging for employees, unions,

and stakeholders.

C081 Measure communication effectiveness.

40 WORKFORCE PLANNING AND TALENT MANAGEMENT A cluster of competencies related to the recruitment and deployment of human resources within an organization.

40.1 WORKFORCE PLAN DEVELOPMENT C015* Maintain understanding of the organization’s vision, mission,

values, and goals.

C082 Create a future-focused workforce plan.

C083* Measure gaps in current talent needs.

C084* Assess future talent needs.

40.2 EMPLOYEE VALUE PROPOSITION C085* Measure the impact of attraction initiatives.

C086* Identify the characteristics of desirable potential employees.

C087 Create an employee value proposition statement.



C088 Identify potential changes that would make the organization

more desirable to ideal potential employees.

C089 Advocate to organizational leadership for changes in the

organization that would make it more attractive as an employer.

40.3 WORKFORCE PLAN EXECUTION C085* Measure the impact of attraction initiatives.

C090 Measure employee retention.

C083* Measure gaps in current talent needs.

C084* Assess future talent needs.

C086* Identify the characteristics of desirable potential employees.

C091 Execute a workforce plan in accordance with sound project

management principles.

C092 Determine the optimal methods for sourcing desirable

potential employees.

C093 Identify potential employees using an appropriate mix of

interviews, assessments, and reference checks.

C094 Select potential employees based on available evidence of fit with

organizational strategic objectives.

C095 Orient new employees to the culture of the organization and the

organization’s strategic objectives.

C096 Train new employees in a manner consistent with their

competencies and the needs of the position.

C097 Create development plans for employees that are designed to fill

gaps between current and future organizational skills needs.

C098 Implement measures to retain top talent.

40.4 PERFORMANCE MANAGEMENT SYSTEM C099 De velop a performance management system that aligns individual

performance objectives with organizational strategic goals.

C100 Create a timeline for the execution of performance

management evaluations.

C101 Oversee the organization’s performance management system.

C102 Coach managers in how to set goals and expectations

with employees.



C103 Analyze gaps between individual performance and expectations.

C104 Coach managers in how to address gaps between individual

performance and expectations.

40.5 LEADERSHIP DEVELOPMENT C105 Develop an effective succession planning process.

C106 Implement a succession planning process.

C107 Develop an effective program for the early identification and

tracking of leadership talent.

C108 Implement a program for the early identification and tracking

of leadership talent.

C109 Develop a developmental planning process for

high-potential individuals.

C110 Implement a developmental planning process for

high-potential individuals.

50 LABOUR AND EMPLOYEE RELATIONS A clust er of competencies related to managing the relationships between employer and employees.

50.1 COLLABORATIVE WORK ENVIRONMENT C111 S eek opportunities for collaboration between the employer

and employees.

C112 Seek opportunities for collaboration between management and

unions and other representative groups.

C113 Encourage open and clear dialogue between management and

employees/unions.

C114 Focus collaboration between management and employees/unions

on the end goal of a productive and engaged workforce.

C115 Champion respectful communication in all interactions between

the employer and employees.

50.2 LEGISLATION, COLLECTIVE AGREEMENTS, AND POLICIES C116 Maintain knowledge of the details of collective agreements in place

in the organization and in related organizations.



C117 Maintain knowledge of legislation that affects the HR practices at

the organization.

C015* Maintain understanding of the organization’s vision, mission, values,

and goals.

C118 Treat employees in accordance with the principles of natural justice.

C119 Manage the risk of litigation and conflict in all interactions

with employees.

50.3 LABOUR AND EMPLOYEE RELATIONS STRATEGIES C120 Evaluate the risks associated with alternative labour and

employee relations strategies.

C121 Evaluate the costs associated with alternative labour and


C122 Evaluate the benefits associated with alternative labour and


C123 Formulate alternative labour and employee relations strategies

to achieve business objectives.

C124 Analyze the overall strengths and weaknesses of alternative labour

and employee relations strategies.

C125 Recommend optimal labour and employee relations strategies.

50.4 NEGOTIATION C001* Maintain awareness of broad economic, societal, technological,


C126 Formulate negotiation strategies that take into consideration

variables within and outside the organization.

C127 Negotiate to resolve labour and employee disputes.

C128 Participate in mediation processes in an effective and balanced

manner.

C129 Participate effectively in or facilitate arbitration proceedings.

50.5 DIVERSITY MANAGEMENT AND INCLUSIVENESS C130 Identif y institutional structures or practices that may present

barriers to some facet of diversity.

C131 Develop an effective program to remove institutional structures or

practices that present barriers to some facet of diversity.



C132 Implement a program to remove institutional structures or practices

that present barriers to some facet of diversity.

50.6 REPRESENTING INDIVIDUALS AND ORGANIZATIONS BEFORE TRIBUNALS

C133 Manage cases appearing before tribunals.

C134 Provide advice to individuals and organizations appearing before HR-

related tribunals.

60 TOTAL REWARDS A cluster of competencies related to the management of rewards within an organization in a manner that maximally supports the execution of organizational strategy.

60.1 TOTAL REWARDS STRUCTURE DEVELOPMENT

C135* Maintain knowledge of rewards structures in the organization’s

sector, industry, and location.

C136 Create equitable and effective rewards structures which include

compensation, pensions, benefits, and perquisites.

C138 Make strategic use of rewards structure to encourage desired

employee behaviour.

C139* Ensure the rewards structure maintains its compliance with

legal requirements.

60.2 TOTAL REWARDS STRUCTURE IMPLEMENTATION C140 C ollect comparative data on total rewards in place at

competing organizations.

C141 Assign positions in the organization into the total rewards

structure using an appropriate job evaluation system.

C137* Implement programs and initiatives relating to the organization’s

rewards structure equitably within the organization.


legal requirements.



60.3 TOTAL REWARDS STRUCTURE EVALUATION C142 M easure the effectiveness of the total rewards structure using

appropriate metrics.

C135* Maintain knowledge of rewards structures in the organization’s

sector, industry, and location.


legal requirements.

C143 Assess the need for changes to the total rewards structure using

data internal and external to the organization.

C144 Recommend changes to the total rewards structure to leadership

based on collected data and information.

60.4 VALUE OF TOTAL REWARDS C145 Create communications on the total rewards structure that help

employees fully understand its value to them.

C146 Create persuasive arguments regarding the value of the total

rewards structure that encourage desired behaviours.

C147 Select communication media based on the likelihood of the message

being received and understood.

C148 Deliver communications regarding the value of and changes to the

total rewards structure to employees.

70 LEARNING AND DEVELOPMENT A cluster of competencies related to the optimization of the ability of the organization, teams, and individuals to acquire and put to use new competencies.

70.1 LEARNING CULTURE C149 Identify opportunities for learning that occur as part of everyday

work activities.

C150 Encourage employees to seek out learning opportunities beyond

formalized instruction.



C151 Encourage learning that enhances individual, team, and

organizational effectiveness.

C152 Identify potential strategies to embed learning and development

into the culture of the organization.

C153 Assess the merits of alternative strategies to create an

organizational learning culture.

C154 Implement initiatives to develop a learning culture to enhance the

organization’s effectiveness.

70.2 LEARNING PRIORITIES C155 C onsult key stakeholders in the development of organizational

learning priorities.

C156 Identify potential organizational learning priorities that are

aligned with organizational strategy.

C157 Analyze the return on investment of alternative organizational


C158 Select organizational learning priorities to maximize return on

investment and alignment with business strategy.

70.3 PROVISION OF CONTINUING DEVELOPMENT OPPORTUNITIES

C159 A ssess the potential of employees to develop competencies

aligned with organizational strategy.

C160 Develop learning opportunities for employees that enable them to

contribute effectively to organizational objectives.

C161 Develop learning objectives that maximize the growth

potential of employees.

70.4 LEARNING AND DEVELOPMENT PROGRAM IMPLEMENTATION C162 Maintain knowledge of current literature in the field of

adult learning.

C163 Apply established theories of adult learning to the development of

learning and development programs.

C164 Implement learning and development programs that are

relevant and effective.



C165 Develop the competence of employees using

evidence-based methods.

70.5 LEARNING AND DEVELOPMENT PRIORITIES EVALUATION C166 Establish outcome measures for learning and development

programs that are aligned with organizational objectives.

C167 Maintain knowledge of sound measurement principles accepted in

the HR field.

C168 Assess progress towards learning and development goals

using sound measurement principles.

C169 Document progress towards learning and development goals.

C170 Evaluate the effectiveness of learning and development programs.

C171 Evaluate the likelihood that learning and development priorities will

align with progress towards organizational objectives.

70.6 MENTORING AND COACHING C172 Maintain knowledge of current mentoring and coaching principles.

C173 Educate leaders on the merits of mentoring and

coaching employees.

C174 Keep leaders informed about the learning and development

priorities of employees.

C175 Develop learning programs to build mentoring and coaching

skills in leaders.

C176 Deliver mentoring and coaching training to leaders.

80 HEALTH, WELLNESS, AND SAFE WORKPLACE A cluster of competencies related to the creation and maintenance of healthy and safe workplaces.

80.1 HEALTH AND SAFETY C177 Maintain knowledge of legislation, regulations, and standards

regarding workplace health and safety.



C178 Consider potential effects on the health and safety of employees of

all organizational activities.

C179 Ensure that the organization remains compliant with workplace

health and safety legislation and regulations.

C180 Evaluate risks to the health and safety of employees.

C181* Implement measures to mitigate risks to the health and

safety of employees.

80.2 HEALTH, SAFETY, AND WELLNESS POLICIES AND PROCEDURES

C182 Identif y health, safety, and wellness compliance standards

for the organization.

C183 Establish health, safety, and wellness policies, procedures, roles, and

responsibilities for leaders and employees that meet organizational

compliance standards.

C184 Provide training programs for leaders and employees on their roles

and responsibilities in maintaining a safe workplace.

C185 Educate the workforce on established health, safety, and wellness

policies and procedures.

C186 Monitor adherence to organizational health, safety, and wellness


C181* Implement measures to mitigate risks to the health and


C187 Develop a disability management program to support employees

requiring workplace accommodations and modifications.

C187b Implement a disability management program that respects and

acknowledges the value of all employees in the organization.

C187c Address the environmental concerns of employees.

80.3 WELLNESS C188 De velop programs and initiatives that encourage employees to

engage in wellness activities.

C189 Educate employees on the benefits of adopting a healthy lifestyle.

C190 Advocate for the merits of a healthy workforce to

leaders and employees.



80.4 PSYCHOLOGICAL HEALTH AND WELL-BEING C191 A dvocate for the merits of a proactive approach to mental health

and psychological well-being to leaders and employees.

C192 Incorporate consideration of mental health and psychological

well-being into HR initiatives.

C193 Educate employees and leaders on the importance of

mental health and psychological well-being and their impact on

organizational performance.

90 HUMAN RESOURCES METRICS, REPORTING, AND FINANCIAL MANAGEMENT A cluster of competencies related to the ability to collect, manage, and synthesize information relevant to the management of human resources and the ability to incorporate financial analysis in the making of decisions about HR investments.

90.1 INFORMED BUSINESS DECISIONS

C194 Align HR decisions with organizational strategy.

C195 Assess the organization’s financial and operating information for

impact on HR strategy.

90.2 HUMAN RESOURCES AUDITS

C196 Establish criteria for audits of the HR function.

C197 Develop an audit program that samples HR policies, procedures,

programs, and systems.

C198 Conduct periodic audits of HR practices.

C199 Document the strengths and areas for improvement using the

outcomes of an HR audit.

C200 Recommend changes to existing HR policies, procedures, programs,

and systems to comply with desired practice.



90.3 HUMAN RESOURCES INFORMATION SYSTEMS C201 Maintain knowledge of developments in HR information systems.

C202 Create a list of specifications and requirements for the inputs and

outputs of an HR information system.

C203 Use report templates to provide leaders with the necessary HR trend

information to help achieve organizational objectives.

90.4 HUMAN RESOURCES INFORMATION C204 Maint ain knowledge of the legal requirements regarding retention

of HR information.

C205 Ensure that HR information is maintained in accordance with

legal requirements.

C206 Identify the HR information that must be maintained to support

organizational decision-making.

C207 Collect HR information that can be used to track progress towards

meeting organizational objectives.

C208 Evaluate alternative tools for the maintenance of HR information.

C209 Use effective and efficient HR information retention tools.

90.5 HUMAN CAPITAL INVESTMENTS C210 Create key performance indicators to measure the effectiveness of

investments in human capital.

C211 Apply appropriate measures and metrics to monitor trends in

HR variables.

C212 Analyze HR data to measure progress towards

organizational objectives.

C213 Create reports on the effectiveness of human capital investments

that are based on data.



ENABLING COMPETENCIES (excluding behavioural indicators)

INDIVIDUAL SKILLS Critical thinking and analysis • Analyzing problems and

challenges with perceptiveness

and insight.

• Having the capacity for flexible

and innovative thinking.

• Seeing how the various parts or

facets of a problem relate to each

other.

Technological savvy • Making use of various

technologies to best advantage.

• Seeing the possibilities in

emerging technologies.

• Managing the implementation of

new technologies.

Research skills • Collecting and using data

effectively in the HR decision-

making process.

• Integrating the work of others

into organizational practice.

Quantitative skills • Working with quantitative data.

• Conducting and interpreting

predictive analytics.

• Constructing metrics.

Critical legal thinking • Analyzing situations from a legal

perspective.

• Distilling the essential legal

issues at hand.

• Considering and evaluating the

relative merits of alternative

legal interpretations.

• Making sound judgments based

on a legal analysis of situations.

TEAM SKILLS Emotional intelligence • Interpreting the emotional state

of self and others.

• Making effective use of this

information to guide behaviour.

Project management • Planning, executing, and

controlling HR projects using

appropriate tools and metrics.

Decision-making skills • Making decisions in a timely

manner, taking into consideration

all relevant aspects of a

situation.

Business acumen • Effectively leveraging the context

and dynamics of business.

Independence • Acting as an independent

professional in the context of the

workplace.

• Adhering to the standards of

the HR profession and to all

workplace legislation, even when

doing so is challenged.

ORGANIZATIONAL SKILLS Ethical behaviour and professionalism • Acting with honesty, integrity,

credibility, self-confidence, and

independence.

• Coping with ambiguity, conflicts

of interest, and the need to

protect the public interest.

Relationship management • Building networks.

• Establishing effective working

relationships.

• Working productively with

others.

Negotiation and influencing • Negotiating solutions that

balance the interests of all

parties.

• Delivering persuasive

communications that build

agreement on a particular course

of action.

Strategic and organizational leadership • Working in, building, and leading

teams.

• Demonstrating competence

in goal setting, planning and

organization, collaboration,

process management,

empathy, flexibility, responding

to feedback, and conflict

management.

Integration • Integrating the various practice

areas of HR together into a

coherent response to a challenge

or issue.


FUNCTIONAL COMPETENCIES MATRICES

10 STRATEGY

DESCRIPTION CHRP CHRL CHRE

10.1 STRATEGIC PERSPECTIVE

C001* Maintain awareness of

broad economic, societal,

technological, political,

global, and demographic

trends.

B1001 Monitors business

media.


media.

B2001 Analyzes news

sources for economic,

societal, technological,

political, global, and

demographic trend

information.


media.

B2001 Analyzes news




demographic trend

information.

B3001 Collaborates

with a peer group that

is at the forefront of

economic, societal,



trends.

C002* Identify HR opportunities

and risks inherent in

changes in economic,


political, and

demographic forces.

B1002 Brings ideas to

supervisor that are based

on information from

outside the HR field.

B2002 Considers how all

news and information

could affect job,

organization, and the HR

field.

B2003 Keeps a log of

ideas that could change

how job is done.

B2004 Discusses

general world trends

with colleagues in the

business community.

B2005 Generates

ideas for how to

take advantage of

changes in the external

environment.



could affect job,


field.

B2004 Discusses



business community.

B3002 Generates

organizational initiatives

based on capitalizing on

changes in global trends.

B3002b Recognizes

need for business model

change stemming from

changes in external

environment.



10 STRATEGY


C003 Formulate HR strategies

within the organization

that are informed by

factors that are both

internal and external to

the organization.

B1003 Assists supervisor

in documenting HR

strategies.


in researching available

information.

B2006 Strategizes

how to capitalize on


environment.

B2007 Includes

analysis of external and

internal factors in the

documentation of HR

strategies.

B2006 Strategizes

how to capitalize on


environment.

B3003 Formulates HR

strategies that position

the organization as a

recognized industry

leader.

B3004 Sets the change

agenda for HR.

C004 Execute HR strategies

that enhance the value

of the human resources

within the organization.

B1005 Tracks progress of

HR strategic projects.

B2008 Quantifies the

expected impact of

an HR strategy on the

organization.

B2009 Documents how

an HR strategy will

enhance the value of the

human resources in the

organization.

B2010 Manages the

execution of HR

strategies.


expected impact of

an HR strategy on the

organization.

B3005 Provides

executive leadership

to the execution of HR

strategies.

B3006 Grows the

organization through the

effective use of human

capital.

B3007 Works with

leaders throughout the

organization to maximize

the effectiveness of

human capital.



10


10.2 GOVERNANCE PRINCIPLES

C005 Maintain awareness

of leading practices in

governance.

Not applicable B2011 Reads books and

articles on governance.

B2012 Attends training

on governance.

B2011 Reads books and

articles on governance.

B3008 Contributes to

the literature on good

governance practices.

B3009 Sits on boards of

directors.

B3009b Participates

actively in knowledge

dissemination about

good governance

practices.

C006 Understand the

relationship between

governance and the

execution of strategy

within the organization.

B1006 Discusses with

supervisor the impact

of governance on HR

projects and practices.

B2013 Confers with senior

management regarding

the organization’s

governance structure.

B2014 Reads the minutes

of board meetings.

B2015 Develops potential

actions that flow from

the minutes of board

meetings.

B2016 Incorporates a

system of appropriate

sign-offs on projects.

B2017 Ensures that HR

staff understand the

impact of the governance

structure on the

execution of strategy.

B2018 Holds HR

staff accountable for

abiding by governance

requirements.

B3010 Ensures that

senior staff understand

the impact of the

governance structure on

the execution of strategy.

B3011 Holds senior



requirements.

STRATEGY



10


C007* Include governance

considerations in the

development of HR

strategies.

Not applicable B2019 Integrates

governance best

practices into HR

strategy planning.

B2020 Prioritizes buy-in

from decision-makers in

the development of HR

strategies.

B2019 Integrates

governance best

practices into HR

strategy planning.

B3012 Recommends

governance structures

that will allow for more

effective HR strategies.

C008 Adhere to governance

requirements in the

execution of HR

strategies.

B1007 Follows the

requirements imposed

by governance in

the execution of HR

strategies.

B1008 Obtains necessary

sign-offs for HR projects

and procedures.

B2018 Holds HR



requirements.

B2021 Includes

adherence to governance

requirements as a

success metric in project

execution.

B2022 Ensures HR

staff understand

the importance of

adhering to governance

requirements.

B3011 Holds senior



requirements.

STRATEGY



10 STRATEGY


10.3 LEADERSHIP

C009 Maintain understanding

of the roles and

responsibilities of the

governing body and

leadership.

Not applicable B2013 Confers with senior



governance structure.

B2023 Reads the terms

of reference for the board

of directors and the

organization’s bylaws

and objects.

B3013 Participates in the

establishment of the

roles and responsibilities

of the governing body

and leadership.

B3014 Drafts terms

of reference for the

governing body.

B3015 Creates

mechanisms that help

the governing body

measure and improve its

efficacy.

B3016 Supports the

human resources

and compensation

committee, along with

other board committees

as required.

B3016b Develops

appropriate governance

policies for organization

and oversees their

implementation.

B3016c Supports the

work of the board of

directors.



10


C010 Maintain understanding

of the relationships

between the organization

and its stakeholders.


supervisor the key

stakeholders of the

organization and their

impact on HR practices.

B2024 Maintains a list

of the organization’s

stakeholders, along

with the nature of the

relationship to the

organization and the key

point of contact for each

stakeholder.

B2025 Conducts

stakeholder mapping and

analysis.

B2025 Conducts

stakeholder mapping and

analysis.

B3017 Builds strong

relationships with the

key stakeholders of the

organization.

B3018 Develops

strategies and tactics

to leverage stakeholder

relationships.

B3019 Identifies the

strategic value of the

stakeholders of the

organization.

C011 Lead the organization’s

HR function with due

consideration for the


of leadership and the

governing body.

Not applicable B2026 Provides

leadership to HR staff.

B2027 Motivates HR

staff to do their very

best in service to the

organization’s goals.

B2028 Builds a track

record of delivering value

in the organization.

B2029 Promotes a

balanced perspective

on the organization’s

leadership and governing

body.

B2027 Motivates HR




B3007 Works with

leaders throughout the

organization to maximize


human capital.

B3020 Provides strategic

leadership to the HR

management team.

STRATEGY



10


C012 Provide leadership to

the staff in the HR

department.

Not applicable B2026 Provides

leadership to HR staff.

B2027 Motivates HR




B3026 Provides

leadership to senior HR

staff.

B3027 Engages senior HR

staff in the successful

fulfilment of the

organization’s vision.

B3028 Models the

organization’s values in

all actions and decisions.

C013 Direct HR activities

towards the

implementation of the

business plan.

B1010 Keeps up to date


business plan.


in tracking progress

towards fulfilment of the

organization’s business

plan.

B1010 Keeps up to date


business plan.

B2030 Itemizes the ways

in which each HR activity

directly contributes

to the organization’s

business plan.

B2031 Holds training

sessions with HR staff

to inform them on how

HR activities are aligned

with the organization’

business plan.

B2032 Monitors progress

on HR activities that

are in service of the


plan.

B3029 Measures success

as the effective use of

human capital towards

achievement of the


plan.

B3030 Ensures HR

department activities

are in service of the


plan.

B3031 Defines all

project goals in terms

of achievement of the


plan.

STRATEGY



10


C014* Manage risk in the

execution of HR activities.

B1012 Documents the risk

management measures

taken with all HR

activities.


management measures

taken with all HR

activities.

B2033 Generates

potential actions to

manage or mitigate risk.

B2034 Re-assesses

risk on recurring or

continuous activities on a

fixed schedule.

B3032 Creates a risk

assessment framework

and procedure for the

organization.

B3033 Directs resources

appropriately to the

resolution of events that

put the organization at

substantial risk.

10.4 BUSINESS ACUMEN

C015* Maintain understanding


vision, mission, values,

and goals.

B1013 Reads the

organization’s vision,

mission, and values

statement.

B1014 Discusses the


mission, and values with

supervisor.

B1015 Clarifies role in

the achievement of the

organization’s goals with

supervisor.

B1013 Reads the


mission, and values

statement.

B2035 Presents the


mission, and values to

HR staff periodically.

B2036 Discusses changes

and potential changes in

organizational goals with

senior leadership.

B3034 Partners with

senior executives in

the establishment

and evolution of the


mission, values, and

goals.

B3035 Ensures senior HR

staff remain informed

about the organization’s


and goals.

B3036 Partners with

senior executives to

ensure their business

unit plans reflect the



goals.

STRATEGY



10


C016 Apply sound business

practices in carrying out

the HR function.

B1016 Seeks the best

value from vendors of

products and services.

B1017 Prioritizes

achievement of goals

over completion of

specific steps in a project

plan.

B1018 Adheres to

timelines for projects and

activities.

B2037 Demonstrates

consideration of the

needs of the organization

in carrying out the HR

function.

B2038 Takes general

management training.

B2039 Makes decisions

based on evidence and

due consultation.


based on evidence and

due consultation.

B3037 Operates in

the service of the

organization as a whole.

B3038 Builds leadership

and business skills.

B3039 Demonstrates

strategic focus in the

deployment of human

capital.

C017 Participate with other

business leaders in

the development of


Not applicable B2040 Contributes

actively during strategic

planning sessions.

B2041 Influences

the direction of


B2040 Contributes

actively during strategic

planning sessions.

B3040 Identifies when

organizational strategy is

in need of change.

B3041 Cultivates the

integration of sound

HR practices into


B3041b Monitors the

implementation of

organizational strategy

and initiatives.

STRATEGY



10


C018 Direct the HR function

towards realizing the

organization’s vision and

goals.

B1019 Reads the

organization’s vision

statement.

B1020 Tracks progress

on HR activities towards

achievement of the


B1019 Reads the

organization’s vision

statement.




senior leadership.

B2042 Presents the

organization’s vision to


B2043 Incorporates

success metrics that are

based on realizing the


goals.

B3042 Structures the HR

function to align with the


goals.

B3043 Acts as the

strategic HR architect for

the HR department.

C019* Adhere to the

organization’s values

while carrying out its

mission.

B1021 Reads the

organization’s mission

and values statement.

B1022 Acts according to

the organization’s values.

B1021 Reads the





B2044 Presents the


and values to HR staff

periodically.

B2045 Encourages

HR staff to identify

opportunities that better

align HR activities with


B2046 Includes adhering


values as a part of

performance appraisals.

B2097 Can describe the

organization’s values.



B3028 Models the



B3044 Develops the


with the leadership team.

STRATEGY



10


10.5 STRATEGIC ALIGNMENT

C020 Gain comprehensive

understanding of the

organization’s strategic

plan.

B1023 Reads


plan.

B1024 Asks questions to

ensure understanding


strategic plan.

B1023 Reads


plan.

B1024 Asks questions to

ensure understanding


strategic plan.


development of the


plan.


development of the


plan.

B3045 Is part of the

team that sets the


plan.

C021 Assess variances between

current HR practices

and those required to

achieve the organization’s

strategic plan.

B1025 Performs analyses

as directed.

B2048 Designs gap

analysis.

B2049 Assesses gaps in

organizational structure.


staffing levels.

B2051 Assesses gaps

in organizational

competencies.

B2052 Assesses gaps

in HR policies and

procedures.


to quantify gaps.

B2054 Determines which

gaps in HR practices

require action.


organizational structure.


staffing levels.

B2051 Assesses gaps

in organizational

competencies

B2054 Determines which

gaps in HR practices

require action.

B3046 Assesses gaps

in HR alignment with

organizational goals and

objectives.

STRATEGY



10


C022 Develop potential tactics

to achieve desired HR

practices.

B1026 Researches

options as directed.

B2055 Consults the HR

literature for relevant

tactical options.

B2056 Creates a list of

potential action items.


literature for relevant

strategic solutions.

B3048 Considers tactics

outside the traditional

scope of HR practices.

B3049 Establishes tactics

that make effective use

of human capital to solve

organizational problems.

C023 Evaluate the relative

efficacy of alternative

tactical options.


as directed.

B1027 Compiles data to

aid in decision-making.

B2057 Consults with

peers on the merits of

alternative courses of

action.


literature for evidence of

the efficacy of alternative

courses of action.

B2059 Describes the

primary advantages

and disadvantages of


action.


optimal solutions to

address the gap in HR

practices.


literature for evidence of

the efficacy of alternative

courses of action.


optimal solutions to

address the gap in HR

practices.

B3050 Consults outside

the organization on the

merits of alternative

courses of action.

B3051 Considers complex

interactions between

alternative actions in

evaluating efficacy.

STRATEGY



10 STRATEGY


C024 Establish a work plan

that prioritizes the most

effective steps to achieve

the desired HR practices.

B1028 Works with

supervisor to develop the

details of the work plan.

B2061 Compiles a project

charter.

B2062 Sets priorities

based on the most logical

ordering of events and

based on importance to

the organization.

B2063 Creates a

work plan consistent

with good project

management practices.

B2064 Obtains executive

endorsement for a work

plan.

B2065 Establishes an

effective project team.

B2062 Sets priorities

based on the most logical

ordering of events and

based on importance to

the organization.

B3052 Integrates the

HR work plan with other

initiatives across the

organization.

B3053 Ensures

concordance of the

work plan to meeting

organizational goals

before endorsing the

plan.

B3054 Seeks out

opportunities to leverage

the value of human

capital projects for other

purposes within the

organization.



10 STRATEGY


C025 Manage the HR practices

work plan, ensuring that

the strategic goals of the

organization form the

benchmark for success.

B1029 Manages meeting

logistics for the project.

B1030 Manages team

communication for the

project.

B1031 Tracks project

costs.

B1032 Tracks resource

time on the project.

B1033 Maintains activity

logs for the project.

B2066 Measures project

progress by time, scope,

cost, and continued

concordance with

organizational goals.

B2067 Establishes a

communication plan that

provides regular input on

project progress.

B2068 Keeps the project

on schedule.

B2069 Keeps the project

on budget.

B2070 Actively manages

project team resources.

B2071 Adapts the project

plan as necessary to

meet organizational

goals.

B2072 Obtains executive

endorsement of the

completion of project

goals.

B2073 Determines when

the project can be closed.

B3054 Seeks out

opportunities to leverage

the value of HR projects

for other purposes within

the organization.

B3055 Assesses the

ongoing effectiveness of

HR projects for meeting


B3056 Champions the

achievement of the


goals.

10.6 INTERNATIONAL HUMAN RESOURCES MANAGEMENT

C026 Integrate direction from

a foreign head office into

the context of Canadian

operations.

B1034 Reviews

organizational policies,

upon request, from a

foreign head office for

appropriateness in the

Canadian context.

B2074 Develops an HR

strategy for Canadian

operations in line with

direction from a foreign

head office.

B3057 Influences the

overall multinational HR

strategy to enable it to

be maximally effective

for HR practices in the

Canadian subsidiary.



10 STRATEGY


C026b Apply practices from

Canadian head office

into the operations of a

foreign field office.

B1034b Gathers relevant

information on local

practices in one or more

foreign field offices.

B2074b Makes relevant

adaptations of practices

for the operations of a

foreign field office in

line with strategy and

direction of Canadian

head office.

B3057b Applies practices

in line with strategy and

direction of Canadian

head office in the context

where a Canadian

head office directs the

operations of multiple

foreign field offices.

C027 Develop an overall HR

strategy that can be

adapted to various

national contexts.

B1035 Gathers

relevant information,

upon request, on HR

management across

various national contexts.

B2075 Works with others

to develop an overall

HR strategy that can

be adapted to various

national contexts.

B3058 Influences the

overall multinational HR

strategy to enable it to

be maximally effective

from the perspective

of an HR leader in the

multinational head

office.



20 PROFESSIONAL PRACTICE


20.1 BALANCED INTERESTS

C028 Build productive

relationships both

inside and outside the

organization.

B1036 Interacts in person

with colleagues regularly.

B1037 Consults with

others to find optimal

business solutions.

B1038 Works with fellow

employees to complete

tasks.

B1036 Interacts in person

with colleagues regularly.

B1037 Consults with


business solutions.

B2076 Attends HR field

events.

B2077 Develops

initiatives with

colleagues in other

departments.

B1037 Consults with


business solutions.

B2076 Attends HR

events.

B3059 Champions

effective internal teams.

B3060 Provides

leadership on

committees external to

the organization.

C029 Adhere to accepted HR

standards of practice.

B1039 Keeps current on

standards in the HR field.

B1040 Identifies to

supervisor any practices

that appear contrary to

accepted HR standards

of practice.



B2078 Assesses work

against HR standards.

B2079 Conducts internal

audits of HR department

functions.

B2080 Advocates

changes to HR practices

to bring them into line

with HR standards.



B3061 Participates in


standards of practice.

B3062 Champions

meeting or exceeding

industry standards of

practice.

C030* Balance the interests of

all affected parties in

carrying out HR activities.

B1041 Considers different

perspectives and needs in


B2081 Identifies all

parties who could be

affected by a decision or

practice.

B2082 Strives to include

all viewpoints in the

resolution of a problem.

B2083 Encourages

dissenting points of view.




practice.

B2083 Encourages


B3063 Solicits the

involvement of all

necessary persons

to obtain a balanced

discussion on

organizational issues.





C031 Act with integrity in all

undertakings.

B1042 Operates as if all

decisions and actions

were being observed.




B2084 Is willing to

put own name on all

decisions.




B2084 Is willing to

put own name on all

decisions.

B3064 Advocates strong

ethical standards in the

organization.

C032 Make decisions only after

considering all accessible

and relevant facts.

B1043 Collects all data

that is reasonably

accessible and pertinent

to the issue.

B1044 Evaluates

collected data

before making

recommendations.

B1045 Justifies decisions

based on collected

evidence.

B1046 Discusses

decisions with supervisor

before taking action.

B1043 Collects all data

that is reasonably

accessible and pertinent

to the issue.

B1044 Evaluates

collected data

before making

recommendations.


based on collected

evidence.

B2085 Establishes

guidelines for HR

practices that

necessitate the collection

of data.

B1044 Evaluates

collected data

before making

recommendations.


based on collected

evidence.

B3065 Champions an

evidence-based decision-

making culture.



20


20.2 ETHICS

C033 Adhere to the HRPA Rules

of Professional Conduct in

all undertakings.

B1047 Consults with

other HR professionals

for guidance on how to

handle ethical dilemmas.

B1048 Acts in accordance

with the HRPA Rules of

Professional Conduct.

B1047 Consults with







B2086 Reads the HRPA

Rules of Professional

Conduct.

B2087 Consults the HRPA


Conduct for guidance

when necessary.

B1047 Consults with







B2086 Reads the HRPA


Conduct.

B2087 Consults the HRPA


Conduct for guidance

when necessary.

C034 Model ethical practices

for staff.







B2088 Discusses

challenging ethical

dilemmas with staff.

B2089 Seeks out

opportunities to

demonstrate ethical

behaviour to staff.




B2089 Seeks out

opportunities to

demonstrate ethical

behaviour to staff.

B3066 Communicates

senior management’s

dedication to ethical

business practices.

B3067 Scans the

organization’s actions for

evidence of abiding by

ethical standards.

B3068 Champions strong


organization.

PROFESSIONAL PRACTICE





C030* Balance the interests of

all affected parties in


B1041 Considers different

perspectives and needs in





practice.

B2082 Strives to include

all viewpoints in the

resolution of a problem.

B2083 Encourages





practice.

B2083 Encourages


B3063 Solicits the

involvement of all

necessary persons

to obtain a balanced

discussion on

organizational issues.

20.3 LEGAL

C035 Demonstrate


application of HR legal

requirements in the

workplace.


supervisor the specific

legislation that governs

performed HR tasks.

B1050 Identifies

potential infractions of

HR legal requirements.

B1050 Identifies

potential infractions of

HR legal requirements.

B2090 Makes changes

to existing HR practices

because of changes to

legal requirements.

B2091 Seeks legal advice

when necessary.

B2091 Seeks legal advice

when necessary.

B3069 Serves as an

authority on HR law in

the workplace.

C036 Keep current on changes

to the laws that govern

HR practices.


supervisor the specific

legislation that governs

performed HR tasks.

B2092 Monitors the HR

media for changes to

the laws that govern HR

practices.

B2093 Attends industry

training on the laws that

govern HR practices.

B2092 Monitors the HR

media for changes to

the laws that govern HR

practices.

B3070 Networks to be

aware of impending

legislation before it is

passed.






C037 Adhere to legal

requirements in carrying

out all HR activities.

B1051 Verifies that HR

tasks are carried out

in accordance with

legislation.

B2094 Keeps an easily

accessible reference list

of the most relevant

legal requirements.

B2095 Evaluates new HR

initiatives for compliance

with legal requirements.

B2096 Takes

responsibility for

following legal

requirements in the HR

department.

B2095 Evaluates new HR

initiatives for compliance

with legal requirements.

B3071 Assumes

accountability for

adherence to HR legal

requirements.

C019* Adhere to the


while carrying out its

mission.

B1021 Reads the





B1021 Reads the





B2044 Presents the


and values to HR staff

periodically.

B2045 Encourages

HR staff to identify

opportunities that better

align HR activities with


B2046 Includes adhering


values as a part of

performance appraisals.

B2097 Can describe the


B2098 Makes sure own

behaviour is aligned with


B2099 Seeks out

opportunities for the

HR function to be

more aligned with the




B3028 Models the



B3044 Develops the


with the leadership team.




C038 Identify risks to the

organization stemming

from the need to adhere

to legal requirements.

B1052 Identifies potential

risk situations to

supervisor.

B1053 Identifies when

the organization is at

risk of not following

legal requirements in

any administrative HR

activities.

B2100 Identifies systemic

risks to adhering to legal

requirements in the HR

system.

B2101 Assesses the risks

associated with all HR

activities.

B2102 Estimates the

likelihood of risk events

occurring.

B2101 Assesses the risks

associated with all HR

activities.

B3072 Establishes

organization-wide

systems to reduce the

likelihood of not adhering

to legal requirements for

HR practices.

B3073 Predicts potential

future situations in which

the organization’s HR

practices could be offside

of current or prospective

legal requirements.




management measures

taken with all HR

activities.


management measures

taken with all HR

activities.

B2033 Generates



B2034 Re-assesses



fixed schedule.




organization.





substantial risk.

20.4 RESPONSIBLE GOVERNANCE

C039 Assess the ethical

implications of


actions.

B1054 Consults with

supervisor when unsure

about the ethical

implications of an

activity or decision.

B2103 Considers issues

from all relevant

perspectives.

B2104 Assesses the

likelihood of a course of

action leading to a breach

of ethics.

B2105 Documents the

presence of a potential

ethical implication to

planned courses of

action.

B2103 Considers issues

from all relevant

perspectives.

B2104 Assesses the

likelihood of a course of

action leading to a breach

of ethics.





C040 Recommend only ethical

solutions to problems.

B1055 Omits from

recommendations any

options that have a high

likelihood of leading to a

breach of ethics.

B1055 Omits from

recommendations any



breach of ethics.

B1055 Omits from

recommendations any



breach of ethics.

B3074 Steers the

organization away

from recommendations

and solutions that are

ethically unsound.

C041 Promote ethical

decision-making to the

organization’s leadership.

Not applicable B2106 Identifies to

leadership any courses

of action that could

place the organization

in a position to breach

accepted ethical

standards.

B2107 Promotes

alternative points of view

to leadership.

B2108 Advocates for the

needs of stakeholders

who do not have an

active role in decision-

making.

B2108 Advocates for the

needs of stakeholders

who do not have an

active role in decision-

making.

B3074 Steers the

organization away

from recommendations

and solutions that are

ethically unsound.

B3068 Champions strong


organization.




management measures

taken with all HR

activities.


management measures

taken with all HR

activities.

B2033 Generates



B2034 Re-assesses



fixed schedule.




organization.





substantial risk.





C007* Include governance

considerations in the

development of HR

strategies.

Not applicable B2019 Integrates

governance requirements

into HR strategy

planning.

B2020 Prioritizes buy-in

from decision-makers in


strategies.

B2019 Integrates

governance requirements

into HR strategy

planning.

B3012 Recommends

governance structures

that will allow for more

effective HR strategies.

20.5 ADVANCEMENT OF THE PROFESSION

C042 Participate in activities

that promote the HR

profession.


events relevant to HR

professionals.



professionals.

B2109 Volunteers in

activities outside the

organization that build

the HR profession.

B2110 Volunteers on

HRPA committees.



professionals.

B2109 Volunteers in

activities outside the

organization that build

the HR profession.

B2110 Volunteers on

HRPA committees.

B3075 Writes articles

for the HR literature and

media.

B3060 Provides

leadership on

committees external to

the organization.

C043 Promote the value of

the HR profession in the

workplace.

B1057 Acts professionally


organization.



organization.

B2111 Seeks out

opportunities to add

value to initiatives across

the organization.

B2112 Helps provide

HR solutions to




organization.

B3076 Provides

HR solutions to


B3077 Champions

the use of human

capital solutions to




20


20.6 EVIDENCE-BASED APPROACH

C044 Consult the literature

for solutions to HR

challenges.

B1058 Reads HR journals.

B1059 Scans the Internet

for solutions offered by

others to HR problems.

B1058 Reads HR journals.

B1059 Scans the Internet

for solutions offered by

others to HR problems.

B2113 Reads HR literature

regularly.

B2114 Looks to the HR

literature for potential

solutions to HR

problems.

B2115 Distinguishes

robust information from

that which is less reliable.

B2114 Looks to the HR


solutions to HR

problems.

B2115 Distinguishes

robust information from

that which is less reliable.

C045 Promote the use of data

and quantitative and

qualitative research in the

decision-making process.

B1060 Collects data

before bringing issues to

supervisor.

B2116 Requires staff to

collect and analyze data

before recommending a

course of action.

B2117 Encourages

collection of information

from outside the HR

department to help in

making HR decisions.

B2116 Requires staff to

collect and analyze data

before recommending a

course of action.

B3078 Creates an

organizational culture

that rewards evidence-

based decision-making.

C046 Document the rationale

for HR decisions.

B1061 Maintains notes

that itemize why

decisions were made.

B1062 Creates reports

on HR decisions at the

direction of supervisor.

B1061 Maintains notes

that itemize why

decisions were made.

B2118 Defends a decision

with reference to data


qualitative research.

B2119 Maintains

documentation in

support of HR decisions

that would be defensible

in a court of law.

B2118 Defends a decision

with reference to data


qualitative research.

B2119 Maintains

documentation in

support of HR decisions

that would be defensible

in a court of law.




20


20.7 EXTERNAL TRENDS

C047 Evaluate the credibility of

sources of information.

B1063 Critically assesses

all information.

B1064 Asks questions

of supervisor when in

doubt about the source

of information.


all information.

B2120 Researches the

reputation of authors of

HR publications.

B2121 Makes own

assessment of the

information presented.


all information.

B2121 Makes own

assessment of the

information presented.

B3079 Knows the biases

of business information

providers.

C048 Keep current on business

information and trends.


media.

B1065 Discusses current

business events with

coworkers and supervisor.


media.

B2122 Takes general

business skills training.


media.

B3080 Attends

conferences and training

that are focused on

the future of business

practices.

B3081 Writes articles for

the business media.





trends.


media.


media.

B2001 Analyzes news




demographic trend

information.


media.

B2001 Analyzes news




demographic trend

information.

B3001 Collaborates



economic, societal,



trends.




20


C002* Identify HR opportunities

and risks inherent in

changes in economic,


political, and

demographic forces.

B1002 Brings ideas to

supervisor that are based

on information from

outside the HR field.



could affect job,


field.

B2003 Keeps a log of

ideas that could change

how job is done.

B2004 Discusses



business community.

B2005 Generates

ideas for how to

take advantage of


environment.



could affect job,


field.

B2004 Discusses



business community.

B3002 Generates


based on capitalizing on

changes in global trends.

B3002b Recognizes

need for business model

change stemming from

changes in external

environment.

C049 Evaluate the applicability

of new concepts and

technology to the

practice of HR within the

organization.

B1066 Brings ideas

to supervisor on how

to potentially apply a

new technology to HR

activities.

B2123 Seeks out

opportunities to apply

new learning to current

HR practices.

B2124 Conducts a cost/

benefit analysis of a

potential technology

implementation.

B2125 Consults with

colleagues on the merits

of a new approach to HR

practice.

B2123 Seeks out

opportunities to apply

new learning to current

HR practices.

B3082 Leads the

organization in adopting

new technologies that

improve HR practices.

B3083 Considers the

potential benefits to the

organization of all new

technologies.




30 ORGANIZATIONAL EFFECTIVENESS


30.1 PRODUCTIVITY

C050 Develop potential

initiatives that align

culture and values with


Not applicable B2126 Brainstorms

potential initiatives with

staff for better aligning


with values.

B2127 Documents

culture and values

initiatives with their

potential impact across

workgroups.

B2128 Proposes program

designs to enhance

productivity.

B3084 Integrates values

and culture development

into organizational

initiatives.

C051* Measure employee

productivity.

B1067 Compiles employee

productivity data.

B1068 Coordinates the

collection of employee

productivity data.

B2129 Determines the

most relevant indicators

of employee productivity.

B2130 Collects data on

employee productivity

systematically.

B2131 Analyzes employee

productivity data for

trends.

B2132 Identifies areas for

improvement.



trends.


improvement.






engagement and morale.

B1069 Facilitates the

distribution of employee

engagement surveys.

B1070 Compiles

data from employee

engagement surveys.

B2133 Develops employee

engagement surveys.

B2134 Conducts sessions

with employees to collect

feedback on potential

engagement and morale

concerns.

B2135 Administers

employee engagement

surveys periodically.

B2136 Analyzes the

results of employee

engagement surveys to

identify trends and areas

for improvement.

B3085 Provides executive

sponsorship of the


engagement data.

30.2 ORGANIZATIONAL STRUCTURE

C053 Diagnose when

performance issues are

due to organizational

design problems.

B1071 Carries out

evaluations of

organizational design

under direction using

established assessment

protocols.

B2137 Chooses the

appropriate methodology

and approach to assess

the appropriateness of

current organization

structure.

B3086 Assesses the

appropriateness of the

organization’s structure

and recommends

alternative organizational

structures.

C054 Work out the

organizational structure

that is most suitable

given the organizational

strategy and objectives.

B1072 Understands what

proposed changes to the


are at the practical level.

B2138 Designs the


that is best suited


strategy and objectives in

less complex situations.

B3087 Designs the


that is best suited


strategy and objectives in

complex situations.





C055 Implement organizational

redesign initiatives.

B1073 Assists with

the implementation

of changes to the


in low-complexity

situations under

direction.

B2139 Implements

changes to the


in low-complexity

situations

B2140 Assists with

the implementation

of changes to the


in complex situations

with some direction.

B3088 Implements large-

scale changes to the


in complex situations.

30.3 EMPLOYEE ENGAGEMENT

C056 Maintain knowledge of

literature on employee

engagement.

Not applicable B2141 Reads articles on

employee engagement.

B2142 Attends

training on employee

engagement.

B3089 Contributes to the

literature on employee

engagement.

B3090 Serves as an

authority on best

practices in employee

engagement.

C057 Advocate strategies

to enhance employee

engagement with senior

management.

Not applicable B2143 Presents evidence

on the value of employee

engagement to

leadership.

B2144 Suggests

strategies to leadership

that will enhance


B3091 Champions

employee engagement

initiatives among senior

management.

B3092 Ensures that


will either build or be

neutral to employee

engagement.








distribution of employee

engagement surveys.

B1070 Compiles

data from employee

engagement surveys.

B2133 Develops employee

engagement surveys.

B2134 Conducts sessions

with employees to collect

feedback on potential

engagement and morale

concerns.

B2135 Administers

employee engagement


B2136 Analyzes the

results of employee



for improvement.


sponsorship of the


engagement data.

C058 Develop potential

strategies to enhance


B1074 Researches

potential employee

engagement strategies

as directed by supervisor.

B2145 Meets with staff

to brainstorm potential

strategies to improve


B2146 Consults the


strategies to enhance


B2147 Assesses the

return on investment

of alternative employee

engagement strategies.

B2147 Assesses the

return on investment

of alternative employee

engagement strategies.

B3093 Solicits input from

external experts on how

to improve employee


C059 Create work plans to

implement employee

engagement initiatives.

B1075 Creates timeline

charts that support

employee engagement

projects.

B1076 Arranges periodic

update meetings to track

progress on employee


B2148 Works with

other departments as

necessary to determine

the work plan.

B2149 Sets outcome

measures for the

successful completion of

the work plan.

B2150 Gains executive

approval for the work

plan.


sponsorship of employee




30


C060 Assess the impact of

employee engagement

initiatives.


in analyzing data from

employee engagement

initiatives.

B2135 Administers

employee engagement


B2136 Analyzes the

results of employee



for improvement.

B2151 Analyzes changes

in employee engagement

across time.

B2152 Documents the

return on investment of

employee engagement

initiatives.


need to adjust employee

engagement initiatives

based on impact.

B3096 Considers the

effects of employee

engagement initiatives

that are not quantifiable.


productivity.

B1067 Compiles employee

productivity data.



productivity data.



of employee productivity.


employee productivity

systematically.



trends.


improvement.



trends.


improvement.

ORGANIZATIONAL EFFECTIVENESS





30.4 RISKS

C061 Identify the HR risk

factors that may

impede organizational

performance.

B1078 Carries out

activities to identify

HR risk factors under

direction using


protocols.

B2153 Chooses the


and approach to identify

HR risk factors.

B3097 Chooses the


and approach to identify

HR risk factors in more

complex situations.

C062 Assess the potential

impact of HR risk factors

on organizational

performance.

B1079 Carries out

activities to assess


direction using


protocols.

B2154 Chooses the



HR risk factors.

B3098 Chooses the




complex situations.

C063 Develop initiatives that

will minimize or mitigate

the impact of identified

HR risk factors.

B1080 Carries out

activities that will

minimize or mitigate



direction using


protocols.

B2155 Designs and carries

out interventions that



HR risk factors in less

complex situations.

B2156 Assesses the

effectiveness of

interventions that will



HR risk factors in less

complex situations.

B2157 Executes initiatives

to mitigate identified HR

risks.

B3099 Designs and

carries out activities that




complex situations.

B3100 Assesses the

effectiveness of

interventions that will




complex situations.

C064 Establish understanding

of the short- and long-

term goals of planned

organizational changes.

B1081 Discusses the

short- and long-term

goals of planned

organizational changes

with supervisor.

B2158 Discusses the

short- and long-term

goals of planned


with senior leadership.

B2159 Formulates short-

term goals that will

help establish progress

towards long-term goals.

B3101 Reviews the short-

and long-term goals of

planned organizational

changes with senior HR

staff.





C065 Assess the HR

implications of planned


Not applicable B2160 Meets with senior

leadership to gain an

in-depth understanding

of planned organizational

changes.

B2161 Reviews planned


with HR team to

brainstorm potential

impact.

B2162 Documents the

potential HR implications

of planned organizational

changes.

B2163 Validates

anticipated HR

implications of planned



B3102 Confers with other

senior leaders on the

HR impact of planned




with senior HR staff to

identify potential impact.

B3104 Incorporates

benefits to HR

practices into planned


30.5 CHANGE MANAGEMENT

C066 Evaluate the risks

to success of a

organizational change



in documenting risks.



with HR team to

brainstorm potential

threats to success.

B2165 Consults with

leaders across the

organization on potential

HR risks associated with

a planned organizational

change strategy.

B2166 Documents the

risks, with quantification

where possible, of a

planned organizational

change management

strategy.



with senior HR staff to

identify potential threats

to success.

B3106 Incorporates risk

mitigation strategies into


strategies.



30


C067 Contribute to the

development of an



B1083 Compiles HR data

to support hypotheses

about changes that

would benefit the

organization.

B1083 Compiles HR data

to support hypotheses

about changes that

would benefit the

organization.

B2167 Formulates

persuasive arguments

regarding courses of

action that would benefit

the organization.

B2168 Works collegially

with other leaders in the

organization towards the

goal of improving the

whole organization.

B2169 Participates

actively in strategic

planning sessions.

B2167 Formulates

persuasive arguments

regarding courses of

action that would benefit

the organization.


with other leaders in the

organization towards the

goal of improving the

whole organization.

B3107 Leads change in

the organization.


need for organizational

change.

C068 Build an HR work plan

to guide the necessary

changes in concert with

the organization’s change


B1084 Creates a chart to

establish a timeline and

structure for the project.

B1085 Ensures all

necessary signatures

have been obtained

before initiating project.

B1084 Creates a chart to

establish a timeline and

structure for the project.

B2170 Drafts a project

charter.

B2171 Creates project

goals that are aligned

with the organization’s

change management

strategy goals.

B2172 Gains approval for

the HR work plan from

senior management

before implementation.

B2173 Strikes project

teams to execute HR

projects.

B2171 Creates project

goals that are aligned


change management

strategy goals.

B3109 Identifies HR

projects that will align


change management

strategy.

B3110 Serves as executive

sponsor of HR projects.




30


30.6 TEAM EFFECTIVENESS

C069 Diagnose the team

dynamics that are at the

root of team dysfunction.

B1086 Carries out

assessments of team

functioning using


protocols.

B2174 Chooses the



team effectiveness.

B2175 Recommends


action for addressing

team issues.

B3111 Chooses the



senior management

team effectiveness.

B3112 Recommends


action for addressing

senior management

team issues.

C070 Develop team-based

interventions designed

to improve team

effectiveness.

B1087 Assists in the

development of team-

based interventions.

B2176 Develops

protocols for team

interventions that can

be used throughout the

organization.

B2177 Mediates

team disputes for

management teams.

B3113 Mediates team

disputes for the senior

leadership.

B3114 Creates a protocol

to intervene in team

issues at the senior level.

C071 Implement team-

based interventions

that improve team

effectiveness.

B1088 Carries out team-

based interventions

under direction.

B2178 Carries out team

interventions based on

identified team issues.

B2179 Evaluates the

impact of team-based

interventions to ensure

that desired outcomes

are achieved.

B3115 Carries out

interventions with senior

management team,

based on identified team

issues.

B3116 Evaluates the

impact of team-based

interventions with the

senior management

team to ensure that

desired outcomes are

achieved.






C072 Assess team leadership

on ability to guide the

team to successfully meet

established goals.

B1089 Assesses team

leadership using an

established protocol

under direction.

B2180 Chooses the



leadership effectiveness.


need to replace team

leadership.


need to replace team

leadership.

B3117 Chooses the



leadership effectiveness

of senior organization

leaders.

C073 Develop interventions to

improve the effectiveness

of leadership teams.

B1090 Provides input on

potential interventions

for leadership teams.

B2182 Creates

interventions tailored to

the specific needs of a

leadership team.

B3118 Creates a positive

leadership culture that

reduces the likelihood of

leadership team conflict.

C074 Implement interventions

when there is evidence

of leadership team

dysfunction.

B1091 Assists in

leadership team

interventions.

B2183 Carries out

leadership interventions

based on identified

leadership challenges.

B2184 Evaluates the

impact of leadership

interventions to ensure

that desired outcomes

are achieved.

B3119 Carries out

leadership interventions

with senior organization

leaders based on

identified leadership

issues.

B3120 Evaluates the

impact of leadership

interventions with senior

organization leaders

to ensure that desired

outcomes are achieved.

30.7 JOB ANALYSIS

C075 Conduct a job analysis

using an objective

methodology that is

appropriate for the

purpose for which the job

analysis is conducted.

B1092 Collects data for

a job analysis as per an

established protocol.

B2185 Sets the objectives

and methodology for the

job analysis initiative.

B2186 Ensures job

analyses are consistent

with best practices.

B3121 Considers the

findings of a job analysis

initiative in the context

of other HR initiatives

in service of the






C076 Implement job

enrichment, job

enlargement, and job

re-design initiatives when

deemed appropriate.

B1093 Carries out

job enrichment, job

enlargement, and job re

design initiatives under

direction.

B2187 Identifies the need

for job enrichment, job


design initiatives.

B2188 Designs job

enrichment, job


design initiatives.

B2189 Evaluates the

impact of job enrichment,

job enlargement, and

job re-design initiatives

to ensure that desired

outcomes are achieved.

B3122 Considers

job enrichment, job

enlargement, and job

re-design initiatives in

the context of other

HR initiatives in service

of the organizational

strategy.

30.8 COMMUNICATING CHALLENGES AND DEVELOPMENTS

C077 Partner collaboratively

with organizational

leadership in the

development of

communications.

B1094 Speaks positively

to employees about the

goals of leadership.

B1095 Seeks

opportunities to

contribute to the

organization as a whole.



goals of leadership.


with leadership to solve


B2191 Offers unsolicited

assistance to

organizational leadership.

B2192 Assists in

the development

of communications

strategies.

B3123 Serves as an

HR communications

strategist for the

organization.



30


C078 Communicate with

employees in a manner

that enhances affiliation

with the organization.


of the organization with

coworkers.

B1097 Presents a

balanced view of

the organization in

discussions with fellow

employees.



goals of the organization.

B2194 Builds enthusiasm

with employees for

working together to

meet organizational

goals.

B2195 Helps employees

align their own personal

goals with those of the

organization.

B2196 Demonstrates

to employees that the

organization genuinely

cares for their well-being.

B2194 Builds enthusiasm

with employees for

working together to

meet organizational

goals.

B2196 Demonstrates

to employees that the

organization genuinely

cares for their well-being.

C079 Communicate with

unions in a respectful

manner that promotes


organization’s challenges

and developments.

B1098 Interacts

respectfully with union

representatives.

B1098 Interacts


representatives.

B2197 Establishes

common goals with

unions.

B2198 Builds trust with

unions by transparently

presenting the


and developments.

B1098 Interacts


representatives.

B2197 Establishes

common goals with

unions.

B2198 Builds trust with

unions by transparently

presenting the


and developments.

B3124 Works

collaboratively with

unions to build

organizational

messaging.




30


C080 Craft communications

that accurately portray

the state of the

organization and that are

engaging for employees,

unions, and stakeholders.

B1099 Reviews

communications for

accuracy of stated facts.

B1100 Provides feedback

to supervisor on the

likely effectiveness

of planned all-staff

communications.

B2199 Develops key

messages as the

foundation for planned

communications.

B2200 Writes clear and

precise communications

that are sufficient in

detail to convey the state

of the organization.

B2201 Writes in an

engaging manner,

while maintaining a

professional style.

B2199 Develops key

messages as the

foundation for planned

communications.

B2200 Writes clear and

precise communications

that are sufficient in

detail to convey the state


B2201 Writes in an

engaging manner,

while maintaining a

professional style.

C081 Measure communication

effectiveness.

B1101 Collects data

on communication

effectiveness at the

request of manager.

B2202 Creates

methods of assessing


communications.


the comprehension of

messages sent from the

organization’s leadership.


changes in behaviour

that were intended by

communications.

B2205 Identifies changes

to communications

based on collected data.

B2205 Identifies changes

to communications

based on collected data.

B3125 Directs the

collection of data on

the effectiveness

of key leadership

communications.




40 WORKFORCE PLANNING AND TALENT MANAGEMENT


40.1 WORKFORCE PLAN DEVELOPMENT




and goals.

B1013 Reads the


mission, and values

statement.

B1014 Discusses the



supervisor.




supervisor.

B1013 Reads the


mission, and values

statement.

B2035 Presents the







senior leadership.

B3034 Partners with


the establishment




goals.





and goals.

B3036 Partners with






goals.

C082 Create a future-focused

workforce plan.

B1102 Creates a chart

for the timeline of a

workforce plan.

B1103 Drafts the

project management

documentation to

support a workforce plan.

B2206 Documents the

future talent needs of

the organization.

B2207 Details the tasks

required to achieve the

goals of the workforce

plan.

B2208 Creates a realistic

timeline for achieving

the desired workforce

complement.

B2209 Assesses the

financial impact of the

workforce plan.

B2210 Obtains

endorsement for the

workforce plan from

senior leadership.

B3126 Champions a

future-focused workforce

plan.

B3127 Serves as executive

sponsor of the workforce

plan.



40


C083* Measure gaps in current

talent needs.

B1104 Compiles data

from the assessment of

employees’ competencies

and skills.


in the preparation of

reports on talent gaps.

B2211 Creates a system

for categorizing

employee skills.

B2212 Collects

information on current

talent needs from leaders

across the organization.

B2213 Collects data

on the competencies

and skills of the

organization’s

employees.

B2214 Analyzes

discrepancies between

the competencies

and skills of current

employees and the needs


B2215 Selects

assessment tools

suitable for measuring

competence.

B3128 Oversees the

determination of gaps in

current talent needs.

C084* Assess future talent

needs.


leadership to gain


strategic direction of the

organization.

B2217 Brainstorms with

the organization’s leaders

on the ideal skill sets

needed to address future

organizational needs.

B2218 Analyzes forecast

data to identify the

need for significant

changes in the number of

employees.

B2219 Builds statistical

models to predict future

resource needs.






B3129 Helps set the


organization.

B3130 Forecasts future

talent needs taking into

account the direction of

the organization, sector

and industry, along with

general business and

demographic factors.

WORKFORCE PLANNING AND TALENT MANAGEMENT



40


40.2 EMPLOYEE VALUE PROPOSITION

C085* Measure the impact of

attraction initiatives.

B1106 Compiles data

from attraction

initiatives.

B1107 Prepares reports on

the impact of attraction

initiatives.



of a successful attraction

initiative.

B2221 Collects data to

assess progress towards

attraction goals.

B2222 Analyzes data to

determine whether an

attraction initiative is

sufficiently achieving its

goals.

B3131 Gauges the

effectiveness of


C086* Identify the

characteristics of

desirable potential

employees.


in drafting reports on the

desirable characteristics

of potential employees.

B2223 Consults with

colleagues in the

organization to identify

the characteristics of

the most desirable

employees.

B2224 Works with

a categorization

scheme to enable a

systematic cataloguing

of the characteristics of

employees.

B2225 Creates

draft profiles of the

characteristics of

desirable employees.

B2226 Solicits feedback

from senior leadership

on the employee profiles

that are most aligned

with the future direction



characteristics of

employees necessary

to achieve the







C087 Create an employee value

proposition statement.


in collecting feedback

on employee value



traits of the organization

that will be most enticing

to desirable potential

employees.

B2228 Drafts messaging

that highlights and

promotes the traits of

the organization that will

attract positive attention

from desirable potential

employees.

B2229 Gains feedback


on the suitability of the

draft employee value



traits of the organization

that will be most enticing

to desirable potential

employees.

B3133 Champions the

attractive features of the

organization.

B3134 Partners with

the leadership team to

articulate the traits that

define the organization.

C088 Identify potential

changes that would

make the organization

more desirable to ideal



in collecting data on

what would make the

organization more

desirable to ideal


B2136 Analyzes the

results of employee



for improvement.

B2230 Meets with

the organization’s top

performers to gain input

on changes that would


more desirable to ideal


B2231 Conducts exit

interviews with departing

top performers to

collect feedback on

their perceptions of

what would make the

organization more

desirable.

B2136 Analyzes the

results of employee



for improvement.

B3135 Works with

senior leadership to

identify organizational

changes that align with

recruitment of ideal





C088 (continued)

B2232 Analyzes the

impact of potential

changes to the

organization on the

attraction of ideal


B2233 Drafts reports

itemizing potential


that would make it

more attractive to ideal


C089 Advocate to

organizational leadership

for changes in the

organization that would

make it more attractive

as an employer.

Not applicable B2234 Provides reports

to senior leadership

outlining potential

changes that would


more attractive as an

employer.

B2235 Obtains input


on the merits of

potential changes to the

organization designed to

boost attraction.

B2236 Seeks out

opportunities to

integrate attraction-

boosting strategic

approaches into

organizational initiatives.

B2236 Seeks out

opportunities to

integrate attraction-

boosting strategic

approaches into


B3136 Drives the

organization towards

status as a recognized

top employer in the

industry and region.




40


40.3 WORKFORCE PLAN EXECUTION

C085* Measure the impact of


B1106 Compiles data

from attraction

initiatives.

B1107 Prepares reports on

the impact of attraction

initiatives.



of a successful attraction

initiative.


assess progress towards

attraction goals.

B2222 Analyzes data to

determine whether an

attraction initiative is

sufficiently achieving its

goals.

B3131 Gauges the

effectiveness of


C090 Measure employee

retention.

B1111 Compiles data on

employee retention.

B1112 Prepares reports

on employee retention

statistics.


most relevant measures

of employee retention.

B2238 Collects data

on employee retention

systematically.

B2239 Analyzes

employee retention data

for trends and to identify

causative factors.

B2240 Evaluates

methods and approaches

for analysis of employee

retention.

B2239 Analyzes

employee retention data

for trends and to identify

causative factors.

B2240 Evaluates

methods and approaches

for analysis of employee

retention.






C083* Measure gaps in current

talent needs.

B1104 Compiles data

from the assessment of

employees’ competencies

and skills.


in the preparation of

reports on talent gaps.


for categorizing

employee skills.

B2212 Collects

information on current

talent needs from leaders


B2213 Collects data

on the competencies

and skills of the

organization’s

employees.

B2214 Analyzes

discrepancies between

the competencies

and skills of current

employees and the needs


B2215 Selects

assessment tools

suitable for measuring

competence.

B3128 Oversees the

determination of gaps in

current talent needs.

C084* Assess future talent

needs.


leadership to gain



organization.






B2218 Analyzes forecast

data to identify the

need for significant

changes in the number of

employees.

B2219 Builds statistical

models to predict future

resource needs.






B3129 Helps set the


organization.


talent needs taking into

account the direction of

the organization, sector

and industry, along with

general business and

demographic factors.





40.3 WORKFORCE PLAN EXECUTION

C086* Identify the

characteristics of

desirable potential

employees.


in drafting reports on the

desirable characteristics

of potential employees.

B2223 Consults with

colleagues in the

organization to identify

the characteristics of

the most desirable

employees.

B2224 Works with

a categorization

scheme to enable a

systematic cataloguing

of the characteristics of

employees.

B2225 Creates

draft profiles of the

characteristics of

desirable employees.

B2226 Solicits feedback


on the employee profiles

that are most aligned

with the future direction



characteristics of

employees necessary

to achieve the






C091 Execute a workforce plan

in accordance with sound

project management

principles.

B1113 Communicates

regularly with workforce

plan team members

to ensure continuous

progress towards the

plan’s goals.

B1114 Compiles data

on the progress of the

workforce plan.

B1115 Adjusts timeline

charts as necessary.

B1116 Coordinates

workforce plan project

meetings.

B1113 Communicates

regularly with workforce

plan team members

to ensure continuous

progress towards the

plan’s goals.

B2241 Monitors the

progress of a workforce

plan.

B2242 Evaluates the

workforce plan’s goals for

continued relevance.

B2243 Adjusts the

workforce plan’s

timeline and activities as

necessary based on new

information.

B2244 Provides metrics

of workforce plan project

progress to senior

leadership.

B2241 Monitors the

progress of a workforce

plan.

B2242 Evaluates the

workforce plan’s goals for

continued relevance.

B3137 Champions the

successful execution of

the workforce plan.

C092 Determine the optimal

methods for sourcing

desirable potential

employees.


in researching alternative

sourcing options.

B2245 Maintains

knowledge of current

and emerging options

for targeting potential

employees.

B2246 Assesses the

utility of alternative

sourcing options using

information about

the traits of desirable




alternative sourcing

options used by the

organization.

B2245 Maintains

knowledge of current

and emerging options

for targeting potential

employees.






employees using an

appropriate mix of

interviews, assessments,

and reference checks.

B1118 Coordinates

recruitment interview

schedules.

B1119 Reviews

employment applications

against quantitative

selection criteria.

B1120 Creates an initial

short list of potential

employees based on

criteria set by supervisor.

B1121 Coordinates

reference check calls.

B1122 Compiles data from

employee recruitment

assessments.

B1123 Posts recruitment

ads in selected sourcing

options.

B2248 Drafts interview

questions specific to the

needs of the position

being filled using HR best

practices.

B2249 Creates

assessments to quantify

the relative performance

of competing candidates

on measures critical to

success in the position.

B2250 Drafts reference

questions to solicit

a balanced profile of

competing candidates

using HR best practices.

B2251 Creates a selection

scheme that employs


and reference checks

to identify the most

desirable candidate.

B2252 Quantifies

differences among

potential job candidates.

B2253 Makes hiring

decisions based on

data collected during


and reference and

credential checks.

B2253 Makes hiring

decisions based on

data collected during


and reference and

credential checks.

B3138 Champions

robust recruitment

processes throughout the

organization.

B3138b Manages the

recruitment of senior

executives.

C094 Select potential

employees based on

available evidence of

fit with organizational

strategic objectives.

Not applicable B2254 Ensures that

organizational strategic

objectives are integrated

into the selection

scheme.

B2255 Evaluates

potential employees

based on fit with


objectives.

B2254 Ensures that


objectives are integrated

into the selection

scheme.





C095 Orient new employees

to the culture of the

organization and the


objectives.


onboarding process for

new employees.

B2256 Creates an

orientation schedule to

integrate new employees

into their work team and

the organization.

B2257 Gains the

involvement of the new

employee’s coworkers in

the onboarding process.

B2258 Checks in with

the new employee on

questions they may

have regarding the

organization’s culture

and strategic objectives.

B3139 Ensures that the

onboarding process

includes orientation


strategic objectives.

B3140 Emphasizes the

importance of learning


culture in the onboarding

process.

C096 Train new employees in a

manner consistent with

their competencies and

the needs of the position.

B1125 Coordinates

training activities for new

employees.

B1126 Monitors progress

towards completion of

training goals for new

employees.

B2259 Creates a profile of

the strengths and areas

for improvement of new

employees.

B2260 Itemizes the main

tasks of positions in the

organization.


gaps between the new

employee’s current skills

and those needed for

effective performance.

B2262 Involves the new

employee’s coworkers in

the training plan.

B2263 Sets training

objectives for new

employees.

B2264 Assesses progress

towards training

objectives for new

employees.

B3141 Creates a

training structure in

the organization that

supports employees in

their development.





C097 Create development

plans for employees that

are designed to fill gaps

between current and

future organizational

skills needs.


in drafting individual

development plans for

employees.

B2265 Quantifies gaps

between current and

future organizational

skills needs.

B2266 Creates a

comprehensive

plan for developing


employees to align their

collective skills with

the future needs of the

organization.

B2267 Creates individual


employees that aid

them in developing

the skills needed in the

organization.

B3142 Oversees

progress towards

filling organizational

competence gaps.

C098 Implement measures to

retain top talent.

B1128 Schedules exit


top performers.


in the execution of

measures to retain top

talent.

B2231 Conducts exit


top performers to

collect feedback on


what would make the

organization more

desirable.

B2268 Interviews

top talent to identify

the factors in the

organization that are

most attractive to them.

B2269 Interviews top

talent to identify changes

they would like to see in

the organization.

B3143 Champions the

retention of top talent

across all HR activities.

B3144 Creates an


that rewards and

recognizes top talent.

B3145 Aligns the

compensation system to

reward the organization’s

top performers.




C098 (continued)

B2270 Conducts a cost/

benefit analysis of the

likely impact of changes

designed to increase

retention of top talent.

B2271 Presents potential

strategies for the

retention of top talent to

senior leadership.

B2272 Prioritizes the

retention of top talent

across all HR initiatives.

B3146 Ensures that

managers across the

organization have

identified and are

supporting their best

employees.

40.4 PERFORMANCE MANAGEMENT SYSTEM

C099 Develop a performance

management system

that aligns individual

performance objectives

with organizational

strategic goals.


in documenting

the performance

management system.

B2273 Identifies

individual performance

objectives based

on alignment with


B2274 Creates

a performance

management system

that ensures the

equitable assessment of

performance across the

organization.

B2275 Develops

performance metrics for

employees that are also

indicators of progress

towards organizational

goals.

B2274 Creates

a performance

management system

that ensures the

equitable assessment of

performance across the

organization.


organizational objectives

to be incorporated into

employee performance

expectations.






C100 Create a timeline for the

execution of performance

management

evaluations.

B1131 Creates a tracking

chart to record progress

towards completion

of performance

management

evaluations.


optimal frequency for

providing feedback

to employees on

progress towards their

performance objectives.

B2277 Creates a schedule

to guide supervisors

in their participation

in the performance

management system.

B3148 Establishes


performance

management system.

C101 Oversee the

organization’s

performance

management system.


towards completion

of performance

management

evaluations.

B1133 Compiles data to

measure achievement

of the performance

management system’s

goals.

B1134 Drafts performance

evaluation forms and

tools as directed by

supervisor.

B1135 Distributes

performance evaluation

forms and tools to all

relevant parties.

B2278 Monitors

completion of

performance

management activities


B2279 Creates metrics

to assess achievement

of the performance

management system’s

goals.

B2280 Reports to

senior leadership on

the effectiveness

of the performance

management system.

B3149 Champions the

ongoing completion

of performance

management evaluations


B3150 Provides

executive oversight

of the effectiveness

and efficiency of


performance

management system.



40


C102 Coach managers in

how to set goals and

expectations with

employees.

B1136 Tracks that all

managers have had

access to coaching in

how to set goals and

expectations.

B2281 Creates training for

managers on how to set

goals and expectations

with employees.

B2282 Meets with

managers to address

questions they may

have regarding how to

effectively set goals

and expectations with

employees.

B2283 Promotes the

importance and value

of setting effective

employee goals and

expectations with

managers.

B2283 Promotes the

importance and value

of setting effective

employee goals and

expectations with

managers.

B3151 Ensures that

managers have access

to the training they need

to effectively set goals

and expectations with

employees.

B3152 Models the setting

of effective goals and

expectations with direct

reports.

C103 Analyze gaps between

individual performance

and expectations.


gaps between individual

performance and

expectations.

B2284 Creates metrics

for the evaluation of

gaps between actual


and expectations.

B2285 Quantifies


gaps.

B2286 Analyzes the

root cause of gaps in

employee performance.

B3153 Identifies patterns

in performance gaps

across employees.




40


40.5 LEADERSHIP DEVELOPMENT

C105 Develop an effective

succession planning

process.

B1138 Assists manager

in the development of

succession plans.

B2289 Develops a

succession planning

process for key leadership

positions.

B2290 Verifies with

senior management

that all necessary key

positions have been

identified for succession

planning purposes.

B2291 Documents

the process by which

realistic succession plans

are created for all key

leadership positions.

B3155 Champions

succession planning

as a key factor in the

future success of the

organization.

B3156 Creates a

succession plan for the

organization’s senior

leadership.

C106 Implement a succession

planning process.


the implementation of

a succession planning

process as per an

established protocol.

B2292 Manages the

succession planning

process.

B2293 Evaluates the

effectiveness of the

succession planning

process in response to

planned and unplanned

departures.

B3157 Reviews the

information generated

as part of the succession

planning process and

assesses the implications

for implementation on



program for the early

identification and

tracking of leadership

talent.



an early identification

and tracking system for

future leaders.

B2294 Develops criteria

and processes for a

leadership talent early

identification program.

B2295 Designs the

process that will be used

to identify individuals

with leadership talent.


early identification of

potential future leaders

is part of the onboarding

and performance review

process.






C108 Implement a program for

the early identification

and tracking of leadership

talent.

B1141 Implements a

leadership talent early

identification program as

per established protocol.

B2296 Evaluates the

effectiveness and impact


early identification

program.

B3159 Interprets

the results of early

identification programs.

B3160 Changes early

identification programs

based on data collected.

C109 Develop a developmental

planning process for high-

potential individuals.

B1142 Implements a

developmental planning

process for high-

potential individuals

as per an established

protocol.

B2297 Develops a


process for high-


B2298 Develops

mechanisms to ensure

that developmental plans

are enacted.

B3161 Champions the

development of the

future leaders of the

organization.

C110 Implement a


process for high-potential

individuals.


in tracking the

developmental plans

for high-potential

individuals.

B2299 Evaluates the

effectiveness and impact

of the developmental

planning process

for high-potential

individuals.

B2300 Manages the


process for high-


B3162 Reviews the


individuals identified as

potential senior leaders.

B3163 Interprets

the results of the


process for high-


B3164 Changes the

development planning

processes for high-

potential individuals

based on data.



50 LABOUR AND EMPLOYEE RELATIONS


50.1 COLLABORATIVE WORK ENVIRONMENT

C111 Seek opportunities for

collaboration between the

employer and employees.


organization-wide

initiatives and activities.

B2301 Invites employees

to management

meetings.

B2302 Invites senior

leadership to present

to employees on new

initiatives.

B2303 Encourages senior

leadership to include key

staff in brainstorming

meetings.


leadership to include key

staff in brainstorming

meetings.

B3165 Meets regularly

with staff.

B3166 Adopts an open-

door policy, encouraging

staff to take advantage

of it.

C112 Seek opportunities for

collaboration between

management and unions

and other representative

groups.

B1098 Interacts


representatives.

B1098 Interacts


representatives.

B2304 Works respectfully

with unions at joint

union-management

meetings.


leadership to include

representatives from

stakeholder groups in key

planning meetings.

B1098 Interacts


representatives.


leadership to include

representatives from

stakeholder groups in key

planning meetings.

B3167 Meets personally

with union leaders to

discuss organizational

matters.

B3168 Promotes


role of unions in the

organization.

B3169 Fosters collegial

relationships with leaders

of key stakeholder

groups.

B3170 Fosters respectful

relationships with union

leaders.



50


C113 Encourage open and

clear dialogue between

management and

employees/unions.

Not applicable B2306 Edits

communications from

senior management to

employees and unions

to ensure they are

transparent and clear.

B2307 Facilitates

meetings between

management and unions.

B2308 Helps employees

and management

understand each other’s

perspectives.

B2307 Facilitates

meetings between

management and unions.

B3171 Advocates

transparency in

communications from

senior leadership to

employees and unions.

C114 Focus collaboration

between management

and employees/unions

on the end goal of a

productive and engaged

workforce.

Not applicable B1098 Interacts

collegially with union

representatives.

B2309 Identifies end

goals that consider

the needs of both

management and

employees.

B2310 Documents the

case for the mutual

benefits of a productive

and engaged workforce

for management and

employees.

B2311 Reduces discord in

communication between

unions and management

by returning attention to

the mutually beneficial

goals of a productive and

engaged workforce.

B1098 Interacts


representatives.

B3172 Creates common

goals that unite

management and

employees.

LABOUR AND EMPLOYEE RELATIONS





C115 Champion respectful

communication in all

interactions between the

employer and employees.


of the organization with

coworkers.

B1145 Edits

communications for

clarity and tone.

B2312 Reviews

communications

between management

and employees to ensure

they are respectful.

B2313 Speaks respectfully

of management

and employees in all

interactions.

B2314 Intervenes

in disrespectful

communication between

management and

employees.

B2315 Coaches managers

on maintaining respectful

communication with

employees.

B2313 Speaks respectfully

of management

and employees in all

interactions.

B2315 Coaches managers

on maintaining respectful

communication with

employees.

B3173 Fosters a culture of

mutual respect between

the employer and

employees.

50.2 LEGISLATION, COLLECTIVE AGREEMENTS, AND POLICIES


the details of collective

agreements in place in

the organization and in

related organizations.

B1146 Reviews new

collective agreements.


supervisor the relevant

elements of collective

agreements.

B1146 Reviews new


B2316 Implements new


B2317 Acts as a source of

information for staff and


existing collective

agreements.

B2318 Participates in the

drafting of management

proposals for collective

agreements.

B2319 Computes the

costs to the organization

of collective agreements.

B2320 Networks with

HR professionals at

other organizations on

their experiences with


B3174 Drafts

management

proposals for collective

agreements.

B3175 Shares experiences

with collective

agreements with

colleagues in other

organizations.



50



legislation that affects

the HR practices at the

organization.

B1148 Reads HR

newsletters and journals

for information regarding

pertinent legislation.

B1149 Discusses

with supervisor the

potential impact of new

legislation.

B1148 Reads HR




B2321 Attends HR

conferences that have

content related to HR

legislation.

B1148 Reads HR




B2321 Attends HR

conferences that have

content related to HR

legislation.




and goals.

B1013 Reads the


mission, and values

statement.

B1014 Discusses the



supervisor.




supervisor.

B1013 Reads the


mission, and values

statement.

B2035 Presents the







senior leadership.

B3034 Partners with


the establishment




goals.





and goals.

B3036 Partners with






goals.




50


C118 Treat employees in

accordance with the

principles of natural

justice.

B1150 Appropriately

identifies inconsistencies

in the treatment of

employees.

B1151 Provides equal

access to HR resources

for all employees.

B1151 Provides equal

access to HR resources

for all employees.

B2322 Ensures

comparability of

treatment across

employees.

B2323 Calls out

inconsistencies in the

treatment of employees.

B2324 Provides

opportunities to

employees based on

merit.

B2325 Includes equitable

treatment of employees

as a performance metric

for HR department staff.

B2322 Ensures

comparability of

treatment across

employees.

B3176 Champions a

merit-based rewards and

recognition system.

B3177 Builds HR systems

that prioritize equity

across employees.

C119 Manage the risk of

litigation and conflict

in all interactions with

employees.

B1152 Advises supervisor

when conflict between

employees is observed.

B1153 Advises supervisor

when a litigation risk is

observed.

B2326 Advises senior

management when there

is risk of litigation.

B2327 Brings to

the attention of

management practices

that could lead to

conflict with or between

employees.

B2328 Takes proactive

steps to minimize the

likelihood of grievances.

B2329 Liaises with legal

counsel when there is

risk of litigation.

B2326 Advises senior

management when there

is risk of litigation.

B3178 Engages and

instructs legal counsel

when there is risk of

litigation.

B3179 Takes

responsibility for

reducing risk of litigation

from employees in the

organization.







associated with

alternative labour and

employee relations

strategies.


in analyzing the risks

of alternative labour

and employee relations

strategies.


help analyze risk as

directed by supervisor.

B2330 Documents

the pros and cons of


employee relations

strategies.


risks and potential

adverse effects of


employee relations

strategies.

B2332 Prioritizes


employee relations

strategies based on

minimizing the risk/

reward ratio.

B2332 Prioritizes


employee relations

strategies based on


reward ratio.

B3180 Considers the

long-term risks of


employee relations

strategies.

B3181 Evaluates

risks stemming from


employee relations

strategies, considering

all aspects of the

organization.

50.3 LABOUR AND EMPLOYEE RELATIONS STRATEGIES


associated with


employee relations

strategies.


in analyzing the risks



strategies.


help analyze risk as

directed by supervisor.

B2330 Documents



employee relations

strategies.


risks and potential

adverse effects of


employee relations

strategies.

B2332 Prioritizes


employee relations

strategies based on


reward ratio.

B2332 Prioritizes


employee relations

strategies based on


reward ratio.

B3180 Considers the

long-term risks of


employee relations

strategies.

B3181 Evaluates

risks stemming from


employee relations

strategies, considering

all aspects of the

organization.





C121 Evaluate the costs

associated with


employee relations

strategies.


costs associated with


employee relations

strategies.


costs associated with


employee relations

strategies.

B2330 Documents



employee relations

strategies.

B2333 Prioritizes


employee relations

strategies based on

minimizing the cost/

benefit ratio.

B2333 Prioritizes


employee relations

strategies based on

minimizing the cost/

benefit ratio.

B3182 Evaluates

potential direct and

indirect costs of


employee relations

strategies.

C122 Evaluate the benefits

associated with


employee relations

strategies.

B1157 Collects

information for

supervisor on the

benefits of alternative

labour and employee

relations strategies.

B2330 Documents



employee relations

strategies.

B2334 Evaluates the


labour and employee


B2334 Evaluates the


labour and employee


B3183 Assesses the long-

term strategic impact



strategies.

C123 Formulate alternative

labour and employee

relations strategies

to achieve business

objectives.

Not applicable B2335 Drafts alternative

labour and employee


B2336 Evaluates


employee relations

strategies for fit with

business objectives.

B2336 Evaluates


employee relations

strategies for fit with

business objectives.





C124 Analyze the overall

strengths and

weaknesses of alternative

labour and employee



in documenting the

overall strengths

and weaknesses of


employee relations

strategies.

B2330 Documents



employee relations

strategies.


differences between


employee relations

strategies.

B2338 Consults with

peers in the organization

regarding the merits



strategies.

B3184 Assesses

holistically the strengths

and weaknesses of


employee relations

strategies.

C125 Recommend optimal

labour and employee


Not applicable B2339 Selects the

optimal labour and

employee relations

strategy based on

collected data.

B2340 Documents

the rationale for the

preferred labour and

employee relations

strategy.

B2341 Presents the

recommended labour


strategy to leadership.

B2339 Selects the

optimal labour and

employee relations

strategy based on

collected data.

B3185 Persuades senior

leadership to adopt

optimal labour and

employee relations

strategy.





50.4 NEGOTIATION





trends.


media.


media.

B2001 Analyzes news




demographic trend

information.


media.

B2001 Analyzes news




demographic trend

information.

B3001 Collaborates



economic, societal,



trends.

C126 Formulate negotiation

strategies that take into

consideration variables

within and outside the

organization.

B1159 Researches factors

outside the organization

as directed by supervisor.

B1160 Compiles data

from internal sources

to support a planned

negotiation with labour

leaders.


on negotiation tactics.

B2343 Documents the

evidence in favour of

the preferred course of

action.

B2344 Collects

information from


that is relevant to the

negotiation of a labour

dispute.

B2344 Collects

information from


that is relevant to the

negotiation of a labour

dispute.

B3186 Synthesizes

diverse sources of

information into

formulated labour

dispute resolutions.

B3187 Rehearses labour

dispute resolution

negotiations.

B3188 Incorporates

knowledge of the

personal characteristics

of labour leaders into

negotiation planning.

B3191 Represents

the employer as lead

negotiator in collective

agreement negotiations.





C127 Negotiate to resolve

labour and employee

disputes.

B1098 Interacts


representatives.


meeting logistics for

labour dispute resolution

activities.

B1098 Interacts


representatives.

B2345 Fully prepares

facts before entering

into labour and employee

negotiations.

B2346 Establishes a

common goal towards

which everyone in a

negotiation can work.

B2347 Demonstrates

a conviction to find an

equitable solution in

labour and employee

negotiations.

B2348 Listens with an

open mind to the issues

raised by employees and

labour leaders.

B2349 Demonstrates

willingness to alter

position based on

new information in

negotiations.

B2350 Obtains

resolutions to labour

disputes that all parties

can accept.

B2345 Fully prepares

facts before entering

into labour and employee

negotiations.

B2346 Establishes a

common goal towards

which everyone in a

negotiation can work.

B2347 Demonstrates

a conviction to find an

equitable solution in

labour and employee

negotiations.

B2348 Listens with an

open mind to the issues

raised by employees and

labour leaders.

B2349 Demonstrates

willingness to alter

position based on

new information in

negotiations.

B3189 Obtains

resolutions to labour

disputes that give

appropriate consideration

to all parties.

B3190 Considers the

long-term impact of

the negotiation on

the labour/employer

relationship.

B3190b Manages

strategy in the event of a

labour dispute.



50


C128 Participate in mediation

processes in an effective

and balanced manner.

B1162 Prepares

effectively for mediation

proceedings under

direction.

B2351 Employs

alternative dispute

resolution (ADR) options

and processes.

B2352 Treats all

participants in a

mediation process in a

balanced manner.

B2353 Participates

actively in mediation

processes.

B2354 Develops policies

for access to and use of

mediation processes.

B3192 Uses mediation

processes to manage

costs and resolve

disputes.

B3193 Promotes the use

of mediation processes

to manage costs and

resolve disputes.

C129 Participate effectively in

or facilitate arbitration

proceedings.

B1163 Prepares

effectively for arbitration

proceedings under

direction.

B2355 Follows the

procedures and

policies required by the

arbitration process.

B2356 Participates

activity in arbitration

proceedings.

B2357 Treats all

participants in an

arbitration proceeding in

a balanced manner.

B3194 Handles complex

and difficult arbitration

proceedings with a keen

appreciation of the

impact of any arbitration

proceeding on other

labour relation matters.




50


50.5 DIVERSITY MANAGEMENT AND INCLUSIVENESS

C130 Identify institutional

structures or practices

that may present barriers

to some facet of diversity.

B1164 Collects data

in regards to the

identification of

institutional structures

and practices that may

present barriers to some

facet of diversity as per

an established protocol.

B2358 Implements

effective processes to

identify institutional

structures and practices

that may present

barriers to some facet of

diversity.

B2359 Collects

information from

employees representing

diversity groups

regarding their

perceptions of potential

workplace barriers.

B3195 Provides

organizational

leadership in regards

to the identification of




facet of diversity.


program to remove


or practices that present


diversity.


in developing a plan for

the removal of barriers

to diversity in the

workplace.

B2360 Develops

interventions to remove




facet of diversity.

B2361 Assesses the likely

positive impact relative

to cost of a potential

action to remove


diversity.

B3196 Provides

organizational leadership

in regards to the creation

of an inclusive workplace.

C132 Implement a program

to remove institutional

structures or practices

that present barriers to

some facet of diversity.

B1166 Implements

programs to remove




facet of diversity as per

an established protocol.

B2362 Evaluates the

effectiveness and

impact of the various

interventions aimed at

removing institutional

structures and practices

that may present


diversity.


sponsorship of programs

designed to remove

barriers to diversity in the

workplace.




50


50.6 REPRESENTING INDIVIDUALS AND ORGANIZATIONS BEFORE TRIBUNALS

C133 Manage cases appearing

before tribunals.

B1167 Assists in pulling

together all the relevant

documents in preparation

for a tribunal proceeding.

B2363 Develops an

effective representation

strategy.

B2364 Implements an

effective representation

strategy.

B3198 Assesses

any organizational

vulnerability that may

be revealed in a tribunal

proceeding.

B3199 Manages

any organizational

vulnerability that may

be revealed in a tribunal

proceeding.

C134 Provide advice to

individuals and

organizations appearing

before HR-related

tribunals.


proper resources to assist

with a case that is to

appear before an HR-

related tribunal.

B2365 Provides sound

advice to individuals and

organizations appearing

before an HR-related

tribunal.

B3200 Develops an

appropriate response

to manage or

mitigate future risk in

consideration of the

implications of any given

case.




60 TOTAL REWARDS


60.1 TOTAL REWARDS STRUCTURE DEVELOPMENT

C135* Maintain knowledge of

rewards structures in the

organization’s sector,

industry, and location.

B1169 Discusses

with supervisor

the compensation

structure in place at the

organization.


on compensation

models.

B1170 Attends training on

compensation models.

B2366 Procures

information on rewards

structures in the

organization’s region.

B2367 Procures


structures at competing

businesses.

B2368 Collaborates

with HR professionals

in other organizations

to share information on

compensation structures.

B3201 Shares information

on compensation

structures with HR

professionals in other

organizations.

C136 Create equitable and

effective rewards

structures which include

compensation, pensions,

benefits, and perquisites.


in documenting the

rewards structure.


in collecting information

to support development

of the rewards structure.

B2369 Quantifies

the reward structure

considering

compensation, pension,

benefits, and perquisites.

B2370 Creates a rewards

structure that considers


benefits, and perquisites

to retain and attract top

talent.

B2371 Assesses the

perquisites that will have

the greatest value to

employees at the lowest

cost to the employer.

B2370 Creates a rewards

structure that considers


benefits, and perquisites

to retain and attract top

talent.

B3202 Innovates

compensation structures

to best serve the needs


B3203 Assesses the

affordability of the total

rewards structure.




C136 Continued

B2372 Determines

whether a defined-

benefits, defined-

contribution, or hybrid

pension plan will best

serve the needs of the

organization.

B2373 Procures a

benefits provider based

on best fit of coverage

for the employees at the

lowest cost.

B2374 Assesses the

optimal mix of base and

variable pay at each pay

band in the organization.

C137* Implement programs and

initiatives relating to the

organization’s rewards

structure equitably within

the organization.

B1173 Follows the

rewards structure

policies consistently.

B2375 Assigns employees

to their level within the

rewards structure in a

consistent manner.


on application of the

rewards structure based

on observable facts and

within the rules of the

structure.

B2377 Documents

the rationale for any

exceptions to the

consistent application of

the rewards structure.

B2377b Ensures that

compensation systems

are consistent with pay

equity legislation.

B2377b Ensures that



equity legislation.

B3204 Ensures that

policies are in place to

require the equitable and


the rewards structure in

the organization.

B3205 Requires that

exceptions to the

rewards structure policy

be approved by senior

management.


staff are fully aware of

the key elements of the

rewards structure.

60 TOTAL REWARDS



60


C138 Make strategic use

of rewards structure

to encourage desired

employee behaviour.


the effectiveness of the

rewards structure.


employee actions and

behaviours that the

organization would like

to reinforce.

B2379 Assesses rewards

options based on their

likelihood of enhancing

desired employee

behaviour.

B2380 Evaluates the

impact of rewards

on desired employee

behaviour.

B3207 Implements the

rewards structure to

drive desired behaviour.

C139* Ensure the rewards

structure maintains its

compliance with legal

requirements.

Not applicable B2381 Obtains legal

review of rewards

structure.

B2382 Reviews rewards

structure against legal

requirements.

B2377b Ensures that



equity legislation.

B2377b Ensures that



equity legislation.



requirements.

TOTAL REWARDS



60


60.2 TOTAL REWARDS STRUCTURE IMPLEMENTATION

C140 Collect comparative

data on total rewards

in place at competing

organizations.


in collecting information

on total rewards at


B2383 Procures

information on total

rewards levels in the


B2384 Procures

information on total

rewards levels at


B2385 Analyzes

industry-wide reports on

compensation.

B2386 Communicates

with professional

network to obtain

information on

compensation levels at


B2385 Analyzes

industry-wide reports on

compensation.

B2386 Communicates

with professional

network to obtain

information on

compensation levels at


C141 Assign positions in the

organization into the

total rewards structure

using an appropriate job

evaluation system.

Not applicable B2387 Creates a system

for the categorization

of jobs into levels and

classes.

B2388 Works with senior

management to allocate

positions into their place

in the total rewards

structure.

B2389 Re-assesses

positions for continuing

fit with their place in the

total rewards structure.

B2390 Re-evaluates the

job placement system for

continued consistency

and equitability.

B2391 Allocates positions

to their place in the total

rewards structure.


for the categorization

of jobs into levels and

classes.

TOTAL REWARDS



60


C137* Implement programs and

initiatives relating to the

organization’s rewards

structure equitably within

the organization.

B1173 Follows the

rewards structure

policies consistently.

B2375 Assigns employees

to their level within the

rewards structure in a

consistent manner.


on application of the

rewards structure based

on observable facts and

within the rules of the

structure.

B2377 Documents

the rationale for any

exceptions to the


the rewards structure.

B2377b Ensures that



equity legislation.

B2377b Ensures that



equity legislation.

B3204 Ensures that

policies are in place to

require the equitable and


the rewards structure in

the organization.

B3205 Requires that

exceptions to the

rewards structure policy

be approved by senior

management.


staff are fully aware of

the key elements of the

rewards structure.




requirements.


review of rewards

structure.



requirements.

B2377b Ensures that



equity legislation.

B2377b Ensures that



equity legislation.



requirements.

TOTAL REWARDS



60


60.3 TOTAL REWARDS STRUCTURE EVALUATION

C142 Measure the effectiveness

of the total rewards

structure using

appropriate metrics.




B2392 Establishes

metrics for the

effectiveness of the total

rewards structure.

B2393 Measures the


rewards structure.

B2394 Collects feedback

from managers across

the organization on the


rewards structure.

B3208 Assesses the

effectiveness of the


against achievement of


C135* Maintain knowledge of

rewards structures in the

organization’s sector,

industry, and location.

B1169 Discusses

with supervisor

the compensation

structure in place at the

organization.


on compensation

models.

B1170 Attends training on

compensation models.

B2366 Procures


structures in the


B2367 Procures


structures at competing

businesses.

B2368 Collaborates

with HR professionals

in other organizations

to share information on

compensation structures.

B3201 Shares information

on compensation

structures with HR

professionals in other

organizations.




requirements.


review of rewards

structure.



requirements.

B2377b Ensures that



equity legislation.

B2377b Ensures that



equity legislation.



requirements.

TOTAL REWARDS



60 TOTAL REWARDS


C143 Assess the need for

changes to the total

rewards structure using

data internal and external

to the organization.

Not applicable B2395 Evaluates the

continuing efficacy of the


B2396 Identifies

potential improvements

to the total rewards

structure that would

make the organization a

more preferred employer.

B2397 Considers factors

within and outside

the organization in

evaluating the total

rewards structure.

B2395 Evaluates the

continuing efficacy of the


B2396 Identifies

potential improvements


structure that would

make the organization a

more preferred employer.

B2397 Considers factors

within and outside

the organization in

evaluating the total

rewards structure.


trends that may bear on

the continued efficacy


structure.

C144 Recommend changes


structure to leadership

based on collected data

and information.


in the preparation

of materials for

presentation to senior

leadership.


optimal changes to the


considering collected

data and return on

investment.

B2399 Documents the

case for a change to the


B2400 Presents the

rationale for changes


structure to senior

leadership.


optimal changes to the


considering collected

data and return on

investment.

B3210 Champions

changes to the total


improve the long-

term health of the

organization.



60


60.4 VALUE OF TOTAL REWARDS

C145 Create communications

on the total rewards

structure that help

employees fully

understand its value to

them.

B1178 Distributes

messaging on the total


staff.

B1179 Reviews

messaging on the total


assess likely reception

by staff.

B2401 Drafts key

messages for

communication to

employees on the total

rewards structure.

B2402 Creates message

sheets for managers

to use when they are

communicating the

elements of the total


employees.

B2403 Prepares

presentations for staff

on planned changes


structure.

B2404 Focuses

communication of

the total rewards

structure on the value to

employees.

B2404 Focuses

communication of

the total rewards

structure on the value to

employees.

C146 Create persuasive

arguments regarding the

value of the total rewards

structure that encourage

desired behaviours.

Not applicable B2405 Crafts messaging

on the value of the


that builds buy-in from

employees.


key behaviours that

leadership wants to

encourage by use of the


B2407 Assesses the

optimal arguments to

use in communications to

employees to bring about

desired behaviours.

B3211 Champions the

value of the total

rewards structure for

the organization and

employees across senior

management.

TOTAL REWARDS



60


C147 Select communication

media based on the

likelihood of the message

being received and

understood.


in identifying potential

communication media.

B2408 Maintains a

working knowledge of all

communication media in

use in the organization.

B2409 Evaluates

the strengths

and weaknesses

of alternative

communication media.

B2410 Assesses the

characteristics of the

audience to determine

which communication

media will be most

effective in reaching

them.

B2411 Chooses one or

more communication

media to distribute

messages to optimize

reception and

comprehension.

B2410 Assesses the

characteristics of the

audience to determine

which communication

media will be most

effective in reaching

them.

B2411 Chooses one or

more communication

media to distribute

messages to optimize

reception and

comprehension.

B3212 Considers all

potential modes of

communication to

enhance reception of key

messages.

C148 Deliver communications

regarding the value of

and changes to the total


employees.

B1181 Distributes written

communications on the


to employees.


dissemination of HR

communications.

B1181 Distributes written

communications on the


to employees.

B2412 Presents to

employees on the value


structure.

B2413 Presents planned

changes to the value


structure to employees.

B3213 Embeds

messaging on the


into all employee

communications.

B3214 Ensures the

dissemination of

accurate information

on the total rewards

structure.

TOTAL REWARDS



70 LEARNING AND DEVELOPMENT


70.1 LEARNING CULTURE

C149 Identify opportunities

for learning that occur

as part of everyday work

activities.

B1183 Identifies apparent

learning gaps in the work

of employees.

B2414 Reviews work

plans for opportunities to

include new learning.

B2415 Identifies work

activities where frequent

errors occur.

B2416 Identifies

occasions where junior

and senior staff have

potential learning

opportunities.

B3215 Strives to

incorporate learning

opportunities into all

work performed in the

organization.

C150 Encourage employees

to seek out learning

opportunities beyond

formalized instruction.

B1184 Provides

employees with access

to information on non-

formalized learning

opportunities.

B2417 Promotes to

employees the concept of

continuous learning.

B2418 Educates

employees on the variety

of means by which they

can acquire skills and

competence.

B2419 Builds incentive

programs that encourage

employees to use non-

formalized modes of

learning.

B2419 Builds incentive


employees to use non-

formalized modes of

learning.

B3216 Champions a

continuous learning

culture in the

organization.



70


C151 Encourage learning that

enhances individual,

team, and organizational

effectiveness.

B1185 Provides

employees with

information on team-

building events.

B1186 Coordinates

attendance at group

training activities.

B2420 Provides access

to learning opportunities

that involve many

employees.


to team-building

opportunities for

departments.

B2422 Ensures that all

training contributes to


organization.


to learning opportunities

that involve many

employees.


to team-building

opportunities for

departments.

B2422 Ensures that all

training contributes to


organization.

B3217 Develops team-

building events for the

organization.


strategies to embed

learning and development

into the culture of the

organization.

Not applicable B2423 Consults with

managers to identify

mechanisms for

promoting continuous

learning.

B2424 Observes

employees in their

daily tasks to identify

potential opportunities

to embed learning and

development.

B2425 Holds

brainstorming sessions

with employees to

generate ideas on

incorporating learning

and development into

the culture of the

organization.

B2426 Attends

HR training on

effective learning and

development programs.

B2426 Attends

HR training on

effective learning and


B3218 Consults with

colleagues in the

HR field for ideas on

embedding learning

and development into

the culture of the

organization.

B3219 Generates

innovative methods

for creating a learning

culture.

LEARNING AND DEVELOPMENT



70


C153 Assess the merits of

alternative strategies to

create an organizational

learning culture.

B1187 Collects costing

data on alternative

strategies to create an

organizational learning

culture.

B2427 Compares the

costs of alternative



culture.

B2428 Assesses the

likely effectiveness of



learning culture.

B2429 Consults with

managers across the

organization on their

perceptions of the likely

reception of alternative



culture.

B2428 Assesses the

likely effectiveness of



learning culture.

B3220 Incorporates

information from

within and outside

the organization in

determining the long-

term effectiveness of



learning culture.

C154 Implement initiatives

to develop a learning

culture to enhance


effectiveness.


towards learning culture

goals.


towards learning culture

goals.

B2430 Executes on

initiatives to create a

learning culture.

B2431 Develops

learning culture goals

that are aligned

with organizational

effectiveness.

B2430 Executes on

initiatives to create a

learning culture.

B3221 Champions

initiatives to promote a

learning culture in the

organization.




70


70.2 LEARNING PRIORITIES

C155 Consult key stakeholders



priorities.


executives to ascertain

future learning priorities.

B2433 Meets with

managers across the

organization to collect

information on employee

skills gaps.

B3222 Works with senior

leadership to set the key


priorities.

C156 Identify potential learning

priorities that are aligned

with organizational

strategy.

Not applicable B2434 Generates


options to fill employee

skills gaps.

B2435 Assesses


changes for the need for

new learning priorities.

B2436 Verifies that

learning priorities

are aligned with


B2435 Assesses


changes for the need for

new learning priorities.

B3223 Changes the

learning priorities of the

organization to meet

long-term business

goals.

C157 Analyze the return on

investment of alternative


priorities.

B1189 Collects costing

data on alternative


priorities.

B2437 Evaluates the

costs of addressing




projected benefits of



B2439 Estimates

the likely return on



priorities.

B2439 Estimates

the likely return on



priorities.

B3224 Weighs the long-

term strategic benefits of








C158 Select organizational

learning priorities

to maximize return

on investment and

alignment with business

strategy.

Not applicable B2440 Identifies the


priorities that have

the greatest return on

investment.



priorities that are most

aligned with business

strategy.

B2442 Selects the


priorities that balance

the need for return

on investment and


strategy.

B2442 Selects the


priorities that balance

the need for return

on investment and


strategy.

B3225 Advocates for new


priorities with senior

leadership.

70.3 PROVISION OF CONTINUING DEVELOPMENT OPPORTUNITIES

C159 Assess the potential of

employees to develop

competencies aligned

with organizational

strategy.

Not applicable B2443 Assesses the

competence gaps among

employees stemming

from new organizational

strategies.

B2444 Evaluates the

ability of individual

employees to develop

the skills they need to

be successful in the

organization.

B2445 Identifies

employees who do not

have the competence

to be successful in the

organization.

B3226 Encourages the

objective evaluation

of employee potential






C160 Develop learning

opportunities for

employees that

enable them to

contribute effectively to


B1190 Researches

potential external

trainers.

B1191 Develops schedules

for training activities.

B1192 Drafts

presentation materials

at the direction of

supervisor.

B2446 Procures

instructional designers to

build training for staff.

B2447 Develops training

programs based on adult

learning principles.

B2448 Develops

comprehensive training

programs.

B2449 Aligns learning

opportunities with


B3227 Creates a learning

culture aligned with



objectives that maximize

the growth potential of

employees.

B1193 Records learning

objectives set for

employees

B2450 Establishes

individualized learning

goals for employees.

B2451 Incorporates

knowledge of the

strengths and

weaknesses of

employees into their

learning goals.

B2452 Makes learning

and development

a component of

performance reviews.

B2453 Creates guidelines

for managers on how

to develop learning

objectives for staff.

B2454 Identifies trends

in learning objectives

that suggest the need

for group training and

development activities.

B2452 Makes learning

and development

a component of

performance reviews.

B3228 Advocates

continuous learning

and development for all

employees.



70


70.4 LEARNING AND DEVELOPMENT PROGRAM IMPLEMENTATION


current literature in the

field of adult learning.


on adult learning

techniques.

B1195 Discusses adult

learning principles with

supervisor.


on adult learning

techniques.

B2455 Reads literature

on adult learning.

B2456 Writes articles

on adult learning

applications.


on adult learning

techniques.

B2455 Reads literature

on adult learning.

C163 Apply established

theories of adult learning

to the development of


programs.

Not applicable B2447 Develops training

activities based on adult

learning principles.

B2457 Incorporates

practice and feedback

into learning and


B2458 Repeats training

as necessary to enhance

learning.

B3229 Ensures that

proper education

techniques are used

in the dissemination

of training across the

organization.

C164 Implement learning and

development programs

that are relevant and

effective.

B1196 Schedules

employees into training

sessions.

B1197 Tracks completion

of training activities.

B1198 Compiles data

on progress towards

completion of learning

and development

programs.


towards goals of learning

and development

programs.

B2460 Alters learning

and development

programs based on

effectiveness data.

B2461 Identifies

the employees who

will benefit most

from learning and



sponsorship of learning

and development

programs.






C165 Develop the competence

of employees using

evidence-based methods.

Not applicable B2462 Documents

the rationale for the

methods used to develop

the competence of

employees.

B2463 Relies on accepted

instruction methods

in the training of

employees.

B2464 Demonstrates

meaningful progress


employee competence.

B3229 Ensures that

proper education

techniques are used

in the dissemination

of training across the

organization.

70.5 LEARNING AND DEVELOPMENT PRIORITIES EVALUATION

C166 Establish outcome

measures for learning and


that are aligned with


Not applicable B2465 Sets outcome

measures for learning

and development

programs that are based

on alignment with


B2466 Obtains

endorsement from senior

leadership for learning

and development

program outcome

measures.

B2467 Documents the

linkage between learning

and development

program outcomes and


B2465 Sets outcome

measures for learning

and development

programs that are based

on alignment with


B3231 Ensures

that learning and


are assessed regularly

for continuing fit with







sound measurement

principles accepted in the

HR field.


on quantitative and

qualitative measurement

methods.

B1200 Discusses

with supervisor the

measurement principles

that apply to work in the

HR department.


on quantitative and

qualitative measurement

methods.

B2468 Applies

quantitative and

qualitative approaches to

HR problem-solving.

B2469 Reads articles on


that apply to the HR

field.

B2468 Applies

quantitative and

qualitative approaches to

HR problem-solving.

B2469 Reads articles on


that apply to the HR

field.

B3232 Develops new

quantitative and

qualitative methods that

support HR decision-

making.

C168 Assess progress towards


goals using sound

measurement principles.

B1201 Compiles

data on progress

towards learning and

development goals.

B2470 Collects

data on progress


development goals.

B2471 Analyzes progress

data for evidence of

significant change.

B2471 Analyzes progress

data for evidence of

significant change.

C169 Document progress


development goals.

B1202 Assists employees

in drafting progress

reports for supervisors.

B1202b Assists

supervisors in collecting

data on employee

progress.

B2472 Synthesizes

the results of

analyses on progress


development goals.

B2473 Drafts progress

reports on attainment

of learning and

development goals.

B2472 Synthesizes

the results of

analyses on progress


development goals.



70


C170 Evaluate the effectiveness

of learning and


B1203 Coordinates

the assessment

of employees’

competencies.

B2474 Determines

whether there has been

meaningful progress


development goals.

B2475 Develops tools

for managers to use to

assess the effectiveness

of learning and


B2476 Assesses

whether learning and


will be effective in the

future.

B2477 Assesses

employees on the

key competencies

targeted in learning and


B2478 Analyzes changes

in competence across

employees following

implementation

of a learning and

development program.

B2474 Determines

whether there has been

meaningful progress


development goals.

B3233 Determines

whether to continue,

alter, or abandon learning

and development

programs based on

quantitative analyses.

C171 Evaluate the likelihood

that learning and

development priorities

will align with progress


objectives.

Not applicable B2479 Assesses


development goals will

translate into progress


objectives.

B2480 Analyzes data for

evidence that learning

and development

initiatives are advancing

progress towards


B2479 Assesses


development goals will

translate into progress


objectives.

B2480 Analyzes data for

evidence that learning

and development

initiatives are advancing

progress towards






C171 (continued)

B3234 Incorporates

data from across and


to determine


development priorities

will continue to serve the

needs of the organization

in the future.

70.6 MENTORING AND COACHING


current mentoring and

coaching principles.

Not applicable B2481 Takes training on

mentoring and coaching.

B2482 Attends

conferences on

mentoring and coaching.

B2483 Reads articles and

books on mentoring and

coaching.

B2483 Reads articles and

books on mentoring and

coaching.

B3235 Writes articles on

effective mentoring and

coaching.

C173 Educate leaders on the

merits of mentoring and

coaching employees.

Not applicable B2484 Gives talks to

managers on the merits

of mentoring and

coaching employees.

B2485 Creates

information sheets on

the merits of mentoring

and coaching.


leaders to act as mentors

or coaches to employees.


leaders to act as mentors

or coaches to employees.






C174 Keep leaders informed

about the learning and

development priorities of

employees.


in preparing reports

on learning and

development priorities.

B1205 Coordinates

access to learning

and development

information across

managers.

B2487 Provides status

updates to senior leaders

on learning priorities

across employees.

B2488 Provides

individualized reports

to managers on the

learning priorities of their

employees.

Not applicable


programs to build

mentoring and coaching

skills in leaders.

Not applicable B2489 Procures experts

in training for mentoring

and coaching.

B2490 Develops an online

course on mentoring and

coaching skills.

B3236 Creates

organizational programs

that pair new employees

with coaches.

B3237 Arranges training

retreats for senior

leaders on mentoring and

coaching skills.

C176 Deliver mentoring and

coaching training to

leaders.

B1206 Coordinates


training for leaders.


leaders who would

benefit from mentoring

and coaching training.

B2492 Arranges

participation in


training.

B2493 Presents training

on mentoring and

coaching to leaders.


leaders who would

benefit from mentoring

and coaching training.

B3238 Coaches other

senior leaders on how to

be effective mentors and

coaches for their staff.



80 HEALTH, WELLNESS, AND SAFE WORKPLACE


80.1 HEALTH AND SAFETY


legislation, regulations,

and standards regarding

workplace health and

safety.

B1207 Reads legislation,

regulations, and

standards regarding


safety.


on workplace health and

safety.


regulations, and

standards regarding


safety.


on workplace health and

safety.


regulations, and

standards regarding


safety.

B3239 Uses network to

maintain awareness of

impending changes to


safety legislation and

regulations.

C178 Consider potential effects

on the health and safety

of employees of all

organizational activities.


in health and safety

audits.

B2494 Reviews work

plans to ensure there are

no potential negative

effects on employee

health and safety.

B2495 Conducts periodic

audits of organizational

activities to ensure

continued adherence

to health and safety

standards.

B3240 Advocates

for workplace health

and safety among

senior leadership

when considering new

initiatives.

C179 Ensure that the

organization remains

compliant with


safety legislation and

regulations.


in health and safety

audits.


in documenting

adherence to workplace

health and safety

regulations.

B2495 Conducts periodic

audits of organizational

activities to ensure

continued adherence

to health and safety

standards.

B2496 Adheres to


safety regulations.

B2497 Assumes

responsibility for


safety oversight.

B2497 Assumes

responsibility for


safety oversight

B3240 Advocates

for workplace health

and safety among

senior leadership

when considering new

initiatives.

B3241 Champions a

workplace free from

bullying and harassment.




C179 (continued)

B2498 Delivers

training on bullying

and harassment to

employees.

C180 Evaluate risks to the

health and safety of

employees.


in collecting data

on potential risks to


safety.

B2499 Identifies

workplace activities that

pose the highest risk to

the health and safety of

employees.

B2500 Interviews

employees regarding


the high-risk workplace

activities.

B2501 Interviews

employees regarding

their perceptions of the

safe work practices that

enhance customer and

employee safety.

B2502 Assesses the

likelihood of health

and safety risk events

occurring.

B2503 Estimates the

negative impact on

reputation, financial

resources, and the

employee value

proposition of health and

safety risk events.

B2504 Analyzes historical

data on workplace

accidents to determine

the likelihood and impact

of re-occurrence.

B2502 Assesses the

likelihood of health

and safety risk events

occurring.

B2503 Estimates the

negative impact on

reputation, financial

resources, and the

employee value

proposition of health and

safety risk events.

B3242 Forecasts the

potential impact on


safety of planned







C181* Implement measures

to mitigate risks to the


employees.

B1212 Procures safety

equipment for work

areas with a high risk

of physical harm to

employees.

B1213 Acts as a safety

officer.

B1214 Coordinates

initiatives to mitigate

threats to the health and


B1214b Monitors use of

protective devices.


equipment for work


of physical harm to

employees.

B2505 Creates risk

intervention plans for

identified threats to the


employees.

B2506 Provides


safety training to

employees in high-risk

work areas or situations.

B2507 Appoints a safety

officer in high-risk work

areas.

B3243 Champions health

and safety intervention

initiatives.

80.2 HEALTH, SAFETY, AND WELLNESS POLICIES AND PROCEDURES

C182 Identify health, safety,

and wellness compliance

standards for the

organization.


in gaining input on

health, safety, and

wellness compliance

standards.

B2508 Reviews industry-

accepted health, safety,


standards.


appropriate health,

safety, and wellness

compliance standards for

the organization.

B2510 Gains input

from employees on

recommended health,



B2511 Gains endorsement


on recommended health,



the organization.

B2508 Reviews industry-

accepted health, safety,


standards.


appropriate health,



the organization.

B2511 Gains endorsement


on recommended health,



the organization.






C183 Establish health, safety,

and wellness policies,

procedures, roles, and

responsibilities for leaders

and employees that

meet organizational



in documenting health,



B1217 Assumes a role as

assigned in the health,

safety, and wellness of

employees.


persons responsible for

workplace health, safety,

and wellness.

B2513 Drafts policies and

procedures to govern


and wellness.

B2514 Ensures that those

with roles in the health,


employees understand

those roles and can fulfil

them.

B2515 Verifies that

policies and procedures

governing health, safety,

and wellness meet


B2516 Gains executive

endorsement of health,




persons responsible for


and wellness.






them.

B2515 Verifies that

policies and procedures

governing health, safety,

and wellness meet


B3244 Champions

effective health, safety,

and wellness policies

and procedures in the

organization.

C184 Provide training

programs for leaders

and employees on their


in maintaining a safe

workplace.


provision of workplace

safety training for

employees.

B1219 Tracks the

completion of workplace

safety training for all

identified employees and

leaders.

B2506 Provides


safety training to








them.






them.

B2517 Meets with

leaders to ensure their

understanding of their



workplace.





C184 (continued)

B2517 Meets with

leaders to ensure their

understanding of their



workplace.

B2518 Meets with

managers to ensure

that they and their staff

understand their roles

and responsibilities


workplace.

C185 Educate the workforce on

established health, safety,

and wellness policies and

procedures.

B1220 Coordinates

training for employees

on health, safety, and

wellness policies and

procedures.

B2506 Provides


safety training to



B2519 Provides general

training to all staff

on health, safety, and


procedures.

B2520 Distributes

written materials on

health, safety, and


procedures.

B3245 Ensures that

training on health, safety,

and wellness policies and

procedures is carried out


C186 Monitor adherence to

organizational health,



B1221 Compiles

compliance data on

adherence to health,



B2521 Conducts audits

of adherence to health,



B2522 Creates checklists

to track adherence to

health, safety, and


procedures.

B3246 Establishes a

system of audits to verify

continuing adherence to

organizational health,







C181* Implement measures

to mitigate risks to the


employees.


equipment for work


of physical harm to

employees.

B1213 Acts as a safety

officer.

B1214 Coordinates

initiatives to mitigate

threats to the health and



equipment for work


of physical harm to

employees.

B2505 Creates risk

intervention plans for

identified threats to the


employees.

B2506 Provides


safety training to



B2507 Appoints a safety

officer in high-risk work

areas.

B3243 Champions health

and safety intervention

initiatives.

C187 Develop a disability

management program

to support employees

requiring workplace

accommodations and

modifications.

Not applicable B2523 Procures the

services of disability

management

professionals.

B2524 Develops policies

that support return-to

work programs for those

with disabilities.

B3247 Champions

return-to-work

initiatives for employees

requiring workplace

accommodations and

modifications.

B3248 Advocates the

benefits of establishing

appropriate disability

management practices.

C187b Implement a disability

management program

that respects and

acknowledges the value

of all employees in the

organization.

B1222 Provides access to

information on return

to-work programs.

B1223 Coordinates

services for employees

requiring workplace

accommodations and

modifications.

B2523 Procures the

services of disability

management

professionals.

B2524b Monitors the

effective administration

of a disability

management program.

B3248b Supports the

continued provision of

an effective disability

management program





C187c Address the

environmental concerns

of employees.

B1223b Responds

effectively to the


of employees.

B2524c Creates

procedures and

mechanisms which

enable employees to

share environmental

concerns.

B4248c Establishes

a corporate culture in

which employees feel

empowered to share


and to take action as

appropriate.

80.3 WELLNESS

C188 Develop programs and

initiatives that encourage

employees to engage in

wellness activities.

B1224 Coordinates access

to wellness activities for

employees.

B2525 Advocates

physical fitness activities

at the workplace.

B2526 Develops

recognition programs for

employees who engage

in wellness activities.

B2527 Develops work-

from-home programs for

employees.

B2528 Encourages use

of employee assistance

programs.

B2529 Manages the

employee assistance

program vendor.

B3249 Champions

wellness programs and


organization.

C189 Educate employees on

the benefits of adopting a

healthy lifestyle.

B1225 Coordinates

the dissemination of

information on the

benefits of a healthy

lifestyle to employees.

B1226 Drafts information

pieces on the benefits of

a healthy lifestyle.

B2530 Promotes the

benefits to health and

well-being of engaging in

wellness activities

B2531 Creates

information packages on

the benefits of a healthy

lifestyle.

B2532 Gives talks on the


lifestyle.

B3249 Champions

wellness programs and


organization.





C190 Advocate for the merits

of a healthy workforce to

leaders and employees.


in compiling quantitative

and qualitative research

on the benefits of a

healthy workforce.

B2528 Encourages use

of employee assistance

programs.

B2532 Gives talks on the


lifestyle.

B2533 Encourages

employees to adopt a

healthy work-life balance.

B2534 Collects

quantitative and

qualitative research for

leaders on the benefits

to the organization

of having a healthy

workforce.

B3250 Advocates


wellness.

B3251 Champions a

healthy work-life balance

for employees across the

organization.

80.4 PSYCHOLOGICAL HEALTH AND WELL-BEING

C191 Advocate for the merits

of a proactive approach

to mental health and

psychological well-being

to leaders and employees.


in compiling quantitative

and qualitative research

on the benefits of a

proactive approach

to mental health and

psychological well-being.

B2535 Collects

quantitative and



to the organization of

a proactive approach to


B2536 Presents on the

importance of a proactive

approach to mental

health and psychological

well-being.

B3252 Champions


mental health and


C192 Incorporate consideration

of mental health and

psychological well-being

into HR initiatives.

Not applicable B2537 Identifies potential

threats to the mental


well-being of employees

in planning HR initiatives.

B2538 Focuses HR

initiatives on enhancing

the psychological well

being of employees.

B3253 Champions the

importance of mental

health across the

organization.





C193 Educate employees

and leaders on the



well-being and their

impact on organizational

performance.

B1229 Assists

supervisor in collecting

quantitative and

qualitative research on

the impact of a mentally

healthy workforce

on organizational

performance.

B1230 Coordinates

speaking opportunities

for supervisor to

promote mental health

and psychological well

being.

B1231 Drafts information

brochures on the



well-being.

B2536 Presents on the

importance of a proactive

approach to mental


well-being.

B2539 Collects

quantitative and



to the organization

of mental health and


B2540 Provides

information brochures on

the importance of mental


well-being for employees.

B2541 Provides evidence

for leaders of the positive

impact of mental health

on organizational

performance.

B2542 Creates

communications on

the negative impact of

employee stress and

fatigue on performance.

B2541 Provides evidence

for leaders of the positive

impact of mental health

on organizational

performance.



90 HUMAN RESOURCES METRICS, REPORTING, AND FINANCIAL MANAGEMENT


90.1 INFORMED BUSINESS DECISIONS

C194 Align HR decisions with


Not applicable B2543 Verifies

understanding of



B2544 Ensures that

each HR decision is

made in accordance with


B2545 Reviews HR

services and initiatives

when there is a change in


to identify potential need

for modification.

B2544 Ensures that

each HR decision is

made in accordance with


B3254 Sets

organizational HR

policies in concert with

changes to organizational

strategy.

B3255 Uses HR decisions

to drive progress

towards realization of


C195 Assess the organization’s

financial and operating

information for impact on

HR strategy.

Not applicable B2546 Reviews the

organization’s financial

statements.


financial projections

for HR services and

initiatives.

B2548 Identifies

opportunities and

obstacles for HR services

through a detailed review



information.

B2549 Consults with

senior leadership on the

impact on HR services

and initiatives of changes

in the financial health of

the organization.

B2548 Identifies

opportunities and

obstacles for HR services

through a detailed review



information.

B3256 Sets HR strategy

within the constraints


financial health.

B3257 Establishes

financial projections

for HR services and

initiatives.



90


90.2 HUMAN RESOURCES AUDITS

C196 Establish criteria for

audits of the HR function.

Not applicable B2550 Identifies industry

standards for HR

services.


indicators of compliance

to HR standards of

practice.

B2552 Gains approval for

the identified indicators

of organizational

compliance to HR

standards and practice

guidelines.

B2550 Identifies industry

standards for HR

services.

C197 Develop an audit program

that samples HR policies,

procedures, programs,

and systems.


in sourcing an external

service provider to

conduct HR audits.

B2553 Recommends to

leadership a frequency

for the performance of

HR audits.

B2554 Procures an

external service provider

to conduct HR audits.

B2555 Identifies an

internal quality control

officer who is responsible

for internal HR audits.

B2556 Ensures the HR

audit program samples

from policies, procedures,


B2555 Identifies an

internal quality control

officer who is responsible

for internal HR audits.


sponsorship of the HR

audit program.

HUMAN RESOURCES METRICS, REPORTING, AND FINANCIAL MANAGEMENT




C198 Conduct periodic audits of

HR practices.


HR audit process.

B1234 Acts as a liaison

with the external auditor.

B1235 Collects

documentation as

requested by the auditor.

B2557 Oversees the HR

audit process.

B2558 Arranges

involvement of staff in

the HR audit.


auditor ’s investigations

of HR practices.


HR audit is conducted

thoroughly and

impartially.

B2557 Oversees the HR

audit process.


HR audit is conducted

thoroughly and

impartially.

C199 Document the

strengths and areas for

improvement using the

outcomes of an HR audit.

B1236 Compiles data

from an HR audit for

supervisor.

B1236 Compiles data

from an HR audit for

supervisor.

B2561 Identifies the most

critical nonconformities

revealed by an HR audit.

B2562 Identifies the key

strengths of HR practices

as evidenced through the

audit.

B2563 Uses HR audit

outcomes to identify

opportunities for

improvement.

B2561 Identifies the most

critical nonconformities

revealed by an HR audit.

B2563 Uses HR audit

outcomes to identify

opportunities for

improvement.


strengths of HR practices

that can be leveraged

to address areas for

improvement.






C200 Recommend changes

to existing HR policies,


and systems to comply

with desired practice.


in preparing materials to

support recommended

changes to HR policies,


and systems.




and systems that would

make them compliant

with desired practice.

B2565 Assesses the

level of effort required

to make changes to HR

policies, procedures,


B2566 Develops

rationales to support

recommended



and systems.

B2567 Presents to senior

leadership recommended


procedures programs,

and systems.

B3260 Champions


procedures programs,

and systems.

90.3 HUMAN RESOURCES INFORMATION SYSTEMS

C201 Maintain knowledge

of developments in HR

information systems.

B1238 Reads materials

on HR information

systems.


on HR information

systems.

B2568 Attends

information sessions on

HR information systems.


on HR information

systems.

B3261 Maintains

collegial relationships

with vendors of HR

information systems.




C202 Create a list of Create a list of B2569 Collects input B2572 Consults with

specifications and specifications and from users on the senior leadership on the

requirements for the requirements for the specifications they desired outputs from an

inputs and outputs of an inputs and outputs of an would value in an HR HR information system.

HR information system. HR information system. information system.

B1239 Assists supervisor B2570 Works with IT in collecting input from staff to itemize the users of HR information specifications and systems. requirement for an HR

B1240 Maintains a listing information system.

of desired specifications B2571 Works with the and requirements for an vendor to create a list HR information system. of specifications and

requirements for an HR

information system.

B2572 Consults with

senior leadership on the

desired outputs from an

HR information system.

B2573 Assesses the

necessary inputs to an

HR information system

to obtain the desired

outputs.

C203 Use report templates B1241 Assists supervisor B2575 Creates report B2572 Consults with

to provide leaders with in creating HR report templates that show HR senior leadership on the

the necessary HR trend templates. trend information. desired outputs from an

information to help

achieve organizational

objectives.

B2576 Gains approval

from senior leadership of

the efficacy of HR report

HR information system.

B3262 Approves the HR

report templates that will

templates. provide senior leadership

B2577 Creates HR with the information

report templates that

incorporate sophisticated

needed to help achieve


analyses of HR trend

information.

B2577 Creates HR

report templates that

incorporate sophisticated

analyses of HR trend

information.





90.4 HUMAN RESOURCES INFORMATION

C204 Maintain knowledge of B1242 Reads regulations B1242 Reads regulations B1242 Reads regulations

the legal requirements regarding the retention regarding the retention regarding the retention

regarding retention of HR of HR information. of HR information. of HR information.

information. B1243 Attends B1243 Attends

information sessions information sessions

on the retention of HR on the retention of HR

information. information.

C205 Ensure that HR B1244 Follows legal B2578 Audits HR B2580 Verifies that staff

information is maintained requirements in the information sources for responsible for retention

in accordance with legal maintenance of HR compliance with legal of HR information are

requirements. information. requirements. aware of and follow legal

B2579 Establishes requirements.

procedures for HR

information retention

that comply with legal

requirements.

B2580 Verifies that staff

responsible for retention

of HR information are

aware of and follow legal

requirements.

C206 Identify the HR Not applicable Not applicable B2581 Meets with

information that must B2581 Meets with senior leadership to

be maintained to support senior leadership to collect input on the HR

organizational decision- collect input on the HR information they require

making. information they require to support organizational

to support organizational decision-making.

decision-making. B3263 Modifies

B2582 Reviews strategic the collection of

plan to identify the HR information in

need for changes to the anticipation of likely

HR information that is future organizational

maintained. needs.






C207 Collect HR information B1245 Follows B2583 Establishes B2583 Establishes

that can be used to track procedures to collect HR systems for the collection systems for the collection

progress towards meeting information. of HR information. of HR information.

organizational objectives. B2584 Ensures that B2584 Ensures that

information necessary information necessary

for measuring progress for measuring progress

towards organizational towards organizational

objectives is collected. objectives is collected.

B2585 Verifies that

HR staff are collecting

necessary HR

information.

C208 Evaluate alternative tools B1246 Collects B2586 Identifies B2587 Assesses the

for the maintenance of information on alternative methods optimal method of

HR information. alternative methods for maintaining HR maintaining each

of maintaining HR information. element of HR

information for B2587 Assesses the information.

supervisor. optimal method of B3264 Incorporates

maintaining each future trends in the

element of HR maintenance of HR

information. information into

planning.

C209 Use effective and efficient B1247 Uses HR B2588 Assesses the B2588 Assesses the

HR information retention information retention continued efficiency of continued efficiency of

tools. tools according to HR information retention HR information retention

approved procedures. tools. tools.

B1248 Identifies for B2589 Analyzes potential B2590 Implements HR

supervisor potential improvements to the information retention

improvements to HR effectiveness of current tools that are cost

information retention HR information retention effective.

tools. tools.

B2590 Implements HR

information retention

tools that are cost

effective.



90


90.5 HUMAN CAPITAL INVESTMENTS

C210 Create key performance Not applicable B2591 Identifies the B2591 Identifies the

indicators to measure desired outcomes of desired outcomes of

the effectiveness of investments in human investments in human

investments in human capital. capital.

capital. B2592 Formulates B2592 Formulates

quantitative and quantitative and

qualitative measures of qualitative measures of

attainment of human attainment of human

capital investment capital investment

outcomes. outcomes.

B2593 Drafts key B3265 Ensures that

performance indicators the effectiveness of

that optimally assess investments in human

the effectiveness of capital is appropriately

investments in human evaluated.

capital.

B2594 Gains approval

for key performance

indicators to be used to

assess the effectiveness

of investments in human

capital.

C211 Apply appropriate B1249 Collects HR data B2595 Employs sound B2596 Verifies the

measures and metrics diligently. measures of HR variables accuracy of HR measures

to monitor trends in HR that provide an accurate and metrics.

variables. assessment of the B3266 Identifies variable of interest. inconsistencies or

B2596 Verifies the irregularities in HR

accuracy of HR measures measures and metrics for

and metrics. further investigation.

B2597 Collects HR

trending information at

appropriate intervals.

B2598 Uses test of

statistical significance to

assess the relevance of

trend information.

HUMAN RESOURCES METRICS, REPORTING, AND FINANCIAL MANAGEMENT





C212 Analyze HR data to B1250 Compiles HR data B2599 Assess progress B2599 Assess progress

measure progress on progress towards towards organizational towards organizational

towards organizational organizational objectives. objectives against objectives against

objectives. expected progress using expected progress using

data. data.

B2600 Assesses likely B3267 Identifies complex

time to attainment of interactions across

organizational objectives variables affecting

based on analysis of HR progress towards

data. organizational objectives.

B2601 Uses quantitative

methods to isolate

impediments to progress


objectives.

C213 Create reports on the B1251 Assists supervisor B2602 Drafts reports B2603 Reports the return

effectiveness of human in the creation of reports that accurately on investment of human

capital investments that on the effectiveness portray the measured capital investments.

are based on data. of human capital effectiveness of human B3268 Recommends investments. capital investments. changes to the

B2603 Reports the return organization’s human

on investment of human capital investments

capital investments. based on analysis of

data.



ENABLING COMPETENCIES MATRIX

ENABLING

COMPETENCY DESCRIPTION CHRP CHRL CHRE

INDIVIDUAL SKILLS

Critical thinking and analysis

Analyzing problems

and challenges with

perceptiveness and

insight.

Having the capacity for

flexible and innovative

thinking.

Seeing how the various

parts or facets of a

problem relate to each

other.

Solves day-to-day

problems with HR

programs and initiatives.

Understands the key

issues, presenting

problems and

opportunities, and is

able to develop effective

solutions and strategies.

Analyzes situations

effectively to make

sound judgments and

decisions.

Tackles complex HR

challenges. Develops

insights into complex HR

problems.

Technological savvy

Making use of various

technologies to best

advantage.

Seeing the possibilities in

emerging technologies.

Managing the

implementation of new

technologies.

Adapts quickly to new

technologies.

Identifies technological

solutions to HR

challenges.

Develops a technology

strategy to respond to

HR challenges.

Research skills Collecting and using

data effectively in the HR

decision-making process.

Integrating the work of

others into organizational

practice.

Conducts searches of the

HR literature.

Collects data with

diligence.

Designs data collection

activities that will provide

information necessary to

make HR decisions.

Knows how to find the

information necessary to

make prudent decisions.

Considers both

quantitative and

qualitative sources of

information.

Drives a culture that

prioritizes evidence-

based decision-making.

Publishes research

articles on HR.



ENABLING


Quantitative Skills

Working with

quantitative data.

Conducting and

interpreting predictive

analytics.

Constructing metrics.

Analyzes simple data.

Uses spreadsheets

to effectively present

numerical information.

Collects and analyzes

significant data sets

and interprets results

accurately.

Conducts and interprets

complex analyses

and works out their

implication for action.

Critical Legal Thinking

Analyzing situations from

a legal perspective.

Distilling the essential

legal issues at hand

Considering and

evaluating the relative

merits of alternative legal

interpretations.

Making sound judgments

based on a legal analysis

of situations.

Understands and applies

basic legal concepts.

Understands when

a situation may be

subject to differing legal

interpretations.

Applies critical legal

thinking to all but the

most complicated

situations.

Quickly identifies the

essential legal issues at

hand.

Assesses the relative

merits of alternative

legal interpretations of

the same situation.

Makes sound judgments

based on a legal analysis

of situations.

Has a nuanced

appreciation of the law

and how alternative

or even conflicting

interpretations might

come about.

Identifies the strengths

and weaknesses of any

legal interpretation.

Quickly grasps

the organizational

implications of any

legal argument or

interpretation.

TEAM SKILLS

Emotional Intelligence

Interpreting the

emotional state of self

and others.

Making effective use of

this information to guide

behaviour.

Is aware of temporary

emotional states in

self and others and

moderates behaviour at

those times.

Knows when an

emotional state is

influencing the behaviour

of self or others.

Delays making decisions

or taking actions when

emotions are having

particular influence.

Knows when an

emotional state is

influencing the behaviour

of self or others.

Delays making decisions

or taking actions when

emotions are having

particular influence.

Accurately identifies

emotional states in self

and others.

Uses knowledge of

emotional states to

effectively and ethically

guide to decisions that

benefit the organization.



ENABLING


Project Management

Planning, executing, and

controlling HR projects

using appropriate tools

and metrics.

Tracks progress towards

project completion.

Prepares reports

detailing project metrics.

Establishes project goals

and designs a plan that

will achieve project goals

within an established

timeline.

Manages HR projects to

successful completion

on time, on budget, and

with sufficient quality.

Establishes desired

outcomes for

organization-wide

programs and projects.

Champions strong project

management practices in

the organization.

Decision-making Skills

Making decisions in a

timely manner, taking

into consideration all

relevant aspects of a

situation.

Makes sound day-to-day

decisions in operational

contexts.

Makes sound decisions

in complex business

situations.

Makes sound decisions

involving the most

complex information and

dynamic situations.

Business Acumen

Effectively leveraging the

context and dynamics of

business.

Understand how the HR

function contributes to

the organization.

Understands the

business of the

organization and how to

support the business.

Has a keen


nature of the business

and how the HR

function supports the

organization’s success.

Brings strong business

skills to the delivery of

HR services.

Independence Acting as an independent

professional in the

context of the workplace.

Adhering to the

standards of the HR

profession and to all

workplace legislation,

even when doing so is

challenged.

Asks questions of

manager and others

on practices in the

workplace.

May not push back, but

will ensure that potential

problems are brought

to the attention of

manager.

Pushes back on

leadership when asked

to take actions that

are considered contrary

to HR professional

standards.

Thinks of self as both

an independent HR

professional and an

employee.

Exercises appropriate

professional judgment

Encourages others to be

independent in thought

and action.

Acts to protect

professional reputation,

without regard for

maintaining employment

status.



ENABLING


ORGANIZATIONAL SKILLS

Ethical Behaviour and Professionalism

Acting with honesty,

integrity, credibility,

self-confidence, and

independence.

Coping with ambiguity,

conflicts of interest, and

the need to protect the

public interest.

Has a clear sense of

when requests fall

outside acceptable

norms of integrity.

Brings matters to the

attention of individuals

with the authority to

address the situation.

Acts with professional

honesty, integrity,

credibility, self-

confidence, and

independence.

Sets the “tone from

the top” in terms of

professional honesty,

integrity, credibility,

self-confidence, and

independence.

Relationship Management

Building networks.

Establishing effective

working relationships.

Working productively with

others.

Develops sound working

relationships with

various clients and other

members of the HR

team.

Builds effective networks

in support of projects.

Engages others to ensure

success in the workplace.

Ensures relationship

management is

an expected core

competency of all

employees.

Builds trusting

relationships.

Builds extensive

professional networks

within and outside HR

circles.

Negotiation and Influencing

Negotiating solutions

that balance the interests

of all parties.

Delivering persuasive

communications that

build agreement on

a particular course of

action.

Helps employees

understand the value

of the HR services they

receive.

Eases tensions among

staff before the need for

escalation to a manager.

Has experience in

negotiations.

Negotiates with clients

and service providers.

Finds common ground

to facilitate agreement

among opposing people

and groups.

Negotiates collective

service agreements.

Positively influences

colleagues to take


that ultimately benefit

the organization.



ENABLING


Working in, building, and

leading teams.

Demonstrating

competence in goal

setting, planning

and organization,

collaboration, process

management, empathy,

flexibility, responding to

feedback, and conflict

management.

Works effectively with

others.

Builds and manages

teams focused on

delivering effective HR

services that support the


Integration Integrating the various

practice areas of HR

together into a coherent

response to a challenge

or issue.

Although responsibilities

may be narrow, is

aware of linkages or

interdependencies with

other areas.

integrated discipline.

Considers the impact

across all HR activities of

each decision.

Even if responsibilities

are narrow, understands

how various initiatives

will fit into the big

picture.

Creates the big picture

for HR as fully integrated


Has a clear

understanding of

how the pieces come

together.

Strategic and Organizational Leadership

Manages a complex

and multi-faceted HR

function.

Sets a common vision

for HR staff and builds

enthusiasm for that

vision.

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